cs 06052014 agn at...agenda of community services committee to be held in the committee room,...

CITY OF ARMADALE

AGENDA OF COMMUNITY SERVICES COMMITTEE TO BE HELD IN THE COMMITTEE ROOM, ADMINISTRATION CENTRE, 7 ORCHARD AVENUE, ARMADALE ON TUESDAY, 6 MAY 2014 AT 7:00 PM. A meal will be served at 6:15 p.m. PRESENT: APOLOGIES: OBSERVERS: IN ATTENDANCE: PUBLIC: “For details of Councillor Membership on this Committee, please refer to the City’s website – www.armadale.wa.gov.au/your council/councillors.”

COMMUNITY SERVICES 2 6 MAY 2014 COMMITTEE

DISCLAIMER The Disclaimer for protecting Councillors and staff from liability of information and advice given at Committee meetings to be read. DECLARATION OF MEMBERS’ INTERESTS QUESTION TIME DEPUTATION CONFIRMATION OF MINUTES

RECOMMEND Minutes of the Community Services Committee Meeting held on 8 April 2014 be confirmed.

ITEMS REFERRED FROM INFORMATION BULLETIN

Outstanding Matters & Information Items Report on Outstanding Matters – Community Services Committee

Monthly / Quarterly Departmental Reports Community Development Report –Community Development Report April 2014

Leisure Services Report –March 2014 Manager Library & Heritage Services Monthly Report – March 2014 Manager Ranger & Emergency Services Monthly Report –March 2014

Tourism/Events &Visitor Centre Monthly Report – March 2014 Minutes of Occasional/Advisory Committees Disability Advisory Team Meeting Notes April 2014 Aboriginal and Torres Strait Islander Advisory Group April 2014

South East Regional Recreation Advisory Group – March 2014 If any of the items listed above require clarification or a report for a decision of Council, this item to be raised for discussion at this juncture.

CONTENTS

COMMUNITY SERVICES COMMITTEE

6 MAY 2014

1. COMMUNITY SERVICES

1.1 ANNUAL CONTRIBUTIONS 2014 - 2015 ..................................................................................... 4

1.2 COMMUNITY SERVICES - POLICY REVIEW .......................................................................... 20

2. COMMUNITY PLANNING 2.1 GREENDALE CENTRE - PROPOSED UPGRADE ..................................................................... 28

3. TOURISM 3.1 MAJOR ARTS AND EVENTS STRATEGY REVIEW YL .......................................................... 40

3.2 JULL STREET MALL REVITALISATION PROGRESS REPORT ............................................ 44

4. MISCELLANEOUS 4.1 CR R BUTTERFIELD - REFERRAL TO COMMUNITY SERVICES - SIGNAGE .................... 51

5. COUNCILLORS’ ITEMS NIL ............................................................................................................................................................ 52

6. EXECUTIVE DIRECTOR COMMUNITY SERVICES REPORT NIL ............................................................................................................................................................ 52

SUMMARY OF “A” ATTACHMENTS ...................................................................................................... 53

COMMUNITY SERVICES 4 6 MAY 2014 COMMITTEE - Community Services

1.1 - ANNUAL CONTRIBUTIONS 2014 - 2015 WARD

: ALL In Brief: This item provides details and makes

recommendations for allocation of Council’s Annual Contributions to community groups and organisations for 2014/15 in accordance with Council’s Policy (COMD 1) Requests for Financial Assistance.

FILE No.

: M/181/14

DATE

: 24 March 2014

REF

: KC

RESPONSIBLE MANAGER

: Executive Director Community Services

Tabled Items 1. Nil Officer Interest Declaration Nil Strategic Implications 1.1 Services that support community growth and development 1.2 Optimum quality of life for all citizens 1.3 Access to a wide range of cultural, arts and learning opportunities 1.4 Access to health and other support services that meet the needs of our community 1.5 Sport, recreation and leisure opportunities that contribute to community health and

wellbeing. 1.6 A safe community Legislation Implications Nil Council Policy/Local Law Implications COMD1 – Requests for Financial Assistance Budget/Financial Implications The estimated allocation for Annual Contributions in the Fifteen Year Plan for 2014/15 is $143,385. Consultation Applicants Other community service organisations Council staff including Community Development Officers Councillors BACKGROUND Council’s COMD1 Requests for Financial Assistance Policy and Management Practice sets out the framework by which annual contribution requests are considered. A revised version of the COMD1 policy and management practice was approved by Council in March 2014. The


section of the revised management practice relating to annual contributions is provided in full below. 3. ANNUAL CONTRIBUTIONS

3.1 Annual contributions may be granted for a period of 12 months and recommended

for up to three years, depending on the capacity of the applicant to demonstrate: a. A need for funding for one to three years.

b. A longstanding service to the local community. c. A proven capacity to achieve intended outcomes.

There is no obligation for the City to grant beyond a 12 month period.

3.2 Eligibility criteria for community groups or organisations:

a. Must be based in the City of Armadale or primarily benefit residents of the

City. b. Applications will be received from non-profit community groups or

organisations including sporting, welfare, educational (only school P&C’s are eligible to apply for funding), arts, cultural, children, youth, seniors’ and other relevant groups.

c. Must be a non-profit, incorporated organisation or auspiced by an incorporated non-profit organisation.

d. Can demonstrate the ability to manage a service, project or program of the proposed type.

e. Can demonstrate a matching or significant contribution in cash or ‘in kind’. f. Have satisfactorily acquitted any previous community grant or annual

contribution allocations. Applicants with an outstanding acquittal will be ineligible to receive funding.

3.3 Annual contribution criteria:

a. Clearly demonstrated need for this project. b. For services, projects and programs that the City recognises as being of

benefit to City of Armadale residents. c. Does not duplicate an activity already available in the local area. d. Other avenues of funding have been exhausted and/or the project is unlikely to

secure other sources of funding. e. Funding will not be made available for:

i. Deficit funding for organisations which are experiencing a shortfall of cash revenue or anticipated revenue.

3.4 In the event that the application is successful applicants must ensure that:

a. The City’s financial support is acknowledged through promotional means such as advertising and media publicity associated with the service, project or program. Approval may be given for the use of the City’s logo where appropriate.

b. A written acquittal report is submitted at the end of the funded period detailing how the contribution has been utilised and the benefits/outcomes achieved.

3.5 The contribution amount is discretionary, generally between $1,000 to $25,000

depending on the number and value of applications received and the total budgeted


amount for annual contributions. Applications for more than $25,000 may be awarded where the merit of such are determined.

3.6 All requests for annual contributions will be referred to the Community Services

Committee. The following annual contributions were approved by Council for the 2013/14 financial year:

Organisation Amount Term (years) Armadale City District Council of YouthCARE

18,500 1

Armadale Gosnells & Districts Youth Resources Inc

25,000 1

Armadale Kelmscott Mobile Meals Inc. 6,500 1 Armadale PCYC 15,000 1 Armadale Society of Artists 5,000 1 Conscious Birth & Parenting Collective 6,000 1 Constable Care Child Safety 10,000 1 Crossways Community Services 12,000 1 Drug ARM WA Inc. 16,000 2 Save the Children 10,000 1 Starrick House 5,000 2 Total recommended 129,000

Organisations which received an annual contribution in 2013/14 were invited to apply for an annual contribution in 2014/15. In addition, advice was sent to community groups and organisations listed on the City’s Community Directory and promoted via media release. A total of seventeen applications were received, comprising nine organisations that were awarded an annual contribution in 2013/14, and eight organisations that have not previously received an annual contribution. In addition to the applications received, two 2013/14 annual contribution recipients, Drug ARM WA Inc. (now known as Hope Community Services Inc.) and Starrick House (via City of Gosnells) were previously recommended to receive an annual contribution for a three year term, the final year of this term being 2014/15. The following is a summary of the requests for an annual contribution in 2014/15, including a description of each organisation and for what purpose the contribution would apply: Armadale Kelmscott Mobile Meals Inc. – request $7,500 Armadale Kelmscott Mobile Meals Inc. delivers meals to older people or people with a disability who are eligible for Home and Community Care (HACC) assistance. Meals are provided five days per week, 52 weeks of the year to eligible residents living in the City of Armadale. The service is provided by volunteers and enables residents to maintain their independence at home. Purpose of Requested Contribution: The budget provided with the application requests a contribution of $7,500 towards petrol costs which is an increase of $1,000 on the contribution allocated in 2013/14 of $6,500. Unfortunately, the application does not provide a justification for the increased request. Officer Comment and Recommendation:


Consultation with Armadale Kelmscott Mobile Meals (AKMM) Inc. indicates that there is much uncertainty about the continuity of meals service provision in the City of Armadale beyond 30 June 2014. Southside Care Inc., the current supplier of the meals delivered by AKMM, has confirmed that it will cease to operate the HACC funded service on 30 June 2014. At the time of writing, the identity of the new service provider is not known. Until the new service provider has been determined, it will not be known if AKMM will continue to provide a meal delivery service in the area or if this function will be provided by a different entity. However, AKMM indicates it is committed to ensuring the delivery of meals via its volunteer drivers and is advocating to HACC and local members of parliament to ensure this occurs. Given the uncertainty of the future of HACC funded meals service in the City, the recommendation is that Council approves an annual contribution of $6,230 in 2014/15 to Armadale Kelmscott Mobile Meals Inc. subject to confirmation of the continuation of the services provided by AKMM in 2014/15. Armadale Neighbourhood Watch – request $5,500 Armadale Neighbourhood Watch (auspiced by Armadale Gosnells Regional Neighbourhood Watch Inc.) aims to prevent crime and enhance community safety through engagement of neighbours in household and community level crime prevention initiatives such as Street Meet n Greet events. A Street Meet n Greet encourages social interaction between neighbours to raise awareness of community safety issues and build community cohesion. Purpose of Requested Contribution: Armadale Neighbourhood Watch has requested a contribution of $5,500 towards the Street Meet n Greet initiative and towards ongoing operational costs. Officer Comment and Recommendation: Armadale Neighbourhood Watch was granted an annual contribution of $4,000 in 2012/13 to launch and facilitate Street Meet n Greet events in the City of Armadale. Armadale Neighbourhood Watch subsequently submitted a request to carry forward the balance of unexpended 2012/13 contribution funds to continue to facilitate Street Meet n Greet events in 2013/14. To date Armadale Neighbourhood Watch has been involved in eight Street meet n Greet events and has indicated interest from seven community members to host events in 2014. The recommendation is that Council approves an annual contribution of $5,270 to Armadale Neighbourhood Watch in 2014/15 to facilitate the Street Meet n Greet initiative and meet ongoing operational costs. Armadale Society of Artists - $5,000 The Armadale Society of Artists is a well-established community arts group which aims to promote art within the local community through the provision of art workshops, classes, courses and art exhibitions. Since 2008 the Armadale Society of Artists has partnered with NEAMI, which is an organisation established to improve mental well-being in the community, to deliver an art program for people experiencing a mental health issues. Purpose of requested contribution: The annual contribution requested will contribute towards recurrent operating costs such as equipment hire for exhibitions, printing, postage and art workshops held throughout the year.


Officer comment and recommendation: The Armadale Society of Artists is a well-established community group which continues to support arts and culture in the Armadale region. The Society also partners with a local mental health provider, Neami, in providing artistic and social opportunities for community members experiencing mental illness. The recommendation is that Council approves an annual contribution of $4,790 to the Armadale Society of Artists in 2014/15. Bentley-Armadale Medicare Local – request $20,000 Bentley-Armadale Medicare Local (BAML) is a not-for-profit primary healthcare organization responsible for supporting better coordination between primary healthcare services, identifying and addressing gaps in service delivery and supporting improvements in the way primary care is delivered in the South-East metropolitan area. BAML has been awarded federal funding to establish a headspace centre in Armadale. headspace is the National Youth Mental Health Foundation which has established 60 centres around Australia to support young people aged 12 – 25 years to access health advice, support and information about general health, mental health and counseling, education, employment and other services and alcohol and other drug services. Pending approval of the business plan, BAML intends to have Armadale headspace operational by the end of 2014. Purpose of Requested Contribution: BAML has requested a contribution of $20,000 to engage young people in a creative art project which aims to create a youth friendly space at Armadale headspace. The project includes the participation of young people in the design and painting of a mural within the headspace centre. Officer Comment and Recommendation: The officer advised BAML that an alternative source of funds for the proposed art project is available through the Catalyst Community Arts fund facilitated by Community Arts Network WA. On the basis that an alternative source of funding is available it is recommended that Council decline the request. Community Arts Network WA Ltd (CAN WA) – request $20,000 CAN WA is the peak body for community arts and cultural development in WA. CAN WA exists to inspire and mobilize communities to explore and express their own unique culture through community arts and cultural development practice. CAN WA aims to transform community arts production, enhance skill development and expand opportunities to resource local community arts initiatives e.g. through the Catalyst Community Arts Fund. Purpose of Requested Contribution: CAN WA has requested a contribution of $20,000 to fund the ‘Snap It! See my city through my eyes’ project. The project aim is to teach photography and storytelling skills to Aboriginal young people in order to celebrates culture, explore identity and provide a voice for young people to express their stories. The project is to be delivered in partnership with Save the Children’s One Step Closer program which operates from the Champion Centre on Friday nights (subject to securing funding beyond 30 June 2014). Officer Comment and Recommendation: As the peak body for community arts and cultural development in WA and administrator of the Catalyst Community Arts Fund, the City would generally apply to CAN WA for funding to support such initiatives. For example, the City has recently submitted an application to the


Catalyst Community Arts Fund to fund a new creative art project for young people focused on improving a prominent underpass. The recommendation is that Council decline the request on the basis that CAN WA is a recognized funder of such initiatives. Clontarf Foundation – request $20,000 Clontarf Foundation aims to improve the education, discipline, self-esteem, life skills and employment prospects of young Aboriginal men to enable them to participate meaningfully in society and to break the cycle of disadvantage. This is achieved by partnering with schools to form Clontarf Academies which provide daily mentoring; utilize the passion Aboriginal young men have for Australian Rules Football and/or Rugby League to engage young men and encourage school attendance; and assist them to secure employment after school. The Clontarf Foundation is currently located in 55 schools in metropolitan, rural and remote locations across the country and engages with 3,000 participants. Purpose of Requested Contribution: Clontarf Foundation is requesting a contribution of $20,000 towards the establishment of an Armadale Clontarf Academy to be situated at Cecil Andrews High School. The application proposes to commence operations in Term 2 (28 April 2014) of the school year and aims to engage 40-50 local Aboriginal male students. The program budget is reported to be $365,000 per annum and the average cost per participant is $7,300. Officer Comment and Recommendation: The development of a Clontarf Academy in the City of Armadale would greatly improve community capacity to engage at-risk Aboriginal young men in education and meaningful pursuits including employment after leaving school. The applicant’s proposal indicates that whilst a contribution from the City of Armadale to the program would be greatly appreciated, Clontarf is committed to establishing an academy at Cecil Andrews High School. Over time the academy will be seeking additional funding from corporate, business and philanthropic partners and to replace seed funding and enable other academies to be developed. The recommendation is that Council decline the request on the basis that establishment of the Armadale Clontarf Academy is not dependent on a contribution from the City of Armadale at this time. Officers will establish a relationship with the Clontarf Foundation and the Armadale Clontarf Academy in order to determine what role the City may take in supporting the development of the academy over time. Communicare Inc. – request $15,500 Communicare is a medium sized registered charity that has 30 years’ experience in the provision of a range of family services across the metropolitan area including, Children’s and Family Services; Community and Cultural Services; Accommodation, Therapeutic Services and Domestic Violence Support; and Employment Services. The primary focus of support is for people on low incomes or otherwise vulnerable or disadvantaged. Purpose of Requested Contribution: Communicare has requested a contribution of $15,500 to enable the re-establishment of Legal Support and Information Services to residents in the Armadale region. The contribution will enable the appointment of a Legal Officer for approximately seven hours per week to provide information and referral to assist clients who cannot afford alternative support to address their legal issues.


Officer Comment and Recommendation: Communicare received a contribution of $10,000 in 2012/13 to operate the service for five hours per week. The service is accessible to people who are unable to access or afford information and advice to address their legal concerns. Communicare advises that the demand for service far outweighs the hours of service achievable through current funding. The recommendation is that Council approves a request of $14,370 in 2014/15 to increase the number of hours the service is available to eligible clients. Conscious Birth & Parenting Collective – request $9,000 The Conscious Birth and Parenting Collective is a not-for-profit organisation promoting resilience in motherhood. The main objective is to provide information and a community of support that will assist couples and families during their preconception, prenatal, birth and parenting years. This is achieved through education about preconception and pregnancy health; information about choices in childbirth; advice and support for breastfeeding and early parenting; support for new mothers and information resources about parenting, and women and children’s health. Purpose of Requested Contribution: The Conscious Birth & Parenting Collective requests a contribution of $9,000 in 2014/15 to operate Resilience in Motherhood Circle (RIMC) programs for pregnant adolescents, young mums and women at risk of post-natal depression. The proposal is to deliver four RIMC programs each consisting of six, weekly sessions (3 hours per week) for 10 young women aged between 15 to 24 years. Officer Comment and Recommendation: The Conscious Birth and Parenting Collective received an annual contribution in 2013/14 of $6,000 to deliver the RIMC program to young adolescents. The acquittal report indicates that 21 young women attended the two RIMC programs held in October 2013 and March 2014. Reported outcomes for participants include: better preparedness for the birth and parenting of their babies; improved knowledge of good nutrition and the importance of suitable exercise; techniques for managing anxiety; improved understanding of birth choices, breast feeding, early parenting and where to access additional support if needed. The most significant outcome reported by participants was the value of the social support created by the participants coming together during the RIMC. The recommendation is that Council approve a contribution of $5,748 in 2014/15 to enable support for pregnant adolescents and young mums at risk of post-natal depression. Constable Care Child Safety – request $10,000 The Constable Care Child Safety Foundation and its new sub-brand TRG Theatrical Response Group provide best practice crime prevention, safety and citizenship theatre-in education programs for children and young people aged 4-17 years in pre-primary, primary, secondary schools and community settings. The program aims to demonstrate measurable change in knowledge, attitude and behaviour of young people in relation to high priority and emerging community issues. Purpose of Requested Contribution: The Constable Care Foundation has requested a contribution of $10,000 in 2014/15 to form a community safety education partnership with the City of Armadale. The focus of the partnership in 2014/15 will be on underage drinking and youth alcohol-related crime for


secondary schools, and on harm prevention, bullying, cultural competence, road safety and respect for primary school children. Officer Comment and Recommendation: In 2012/13 Constable Care delivered 73 performances to 6,500 children at 24 Primary Schools and Early Education Centres in the City of Armadale. Constable Care has provided community safety education to children in the City of Armadale for many years. It is recommended that Council approve an annual contribution of $9,580 in 2014/15 to continue the work of this valuable community safety education program. Crossways Community Services – request $20,000 Crossways Community Services is a charitable organisation assisting residents experiencing disadvantage in Armadale, Camillo, Kelmscott and surrounding areas since 1998. Services provided by the organisation include emergency relief (food, bill payment, medications etc); a long term food pantry system for pensioners and residents on income support; access to low cost clothing and household needs through two op-shops; a non-profit community café; Medicare bulk-billed counselling; and life skills programmes. In 2012/13 Crossways developed a new Community Resource Centre in Kelmscott with training rooms, interview rooms, a new food pantry, community café and improved commercial grade kitchen. Crossways assisted with 697 episodes of emergency relief, and provided 500 individual 30 minutes sessions to support clients to manage their financial affair and to consider pathways to improve their circumstances. Crossways receives funding for emergency relief (food and bill payment) from FaHCSIA and Lotterywest, however only 15% of these funds can be used for administrative purposes. The organisation does not receive funding for other administrative costs. Purpose of Requested Contribution: Crossways has requested a contribution of $20,000 in 2014/15 to further develop its Community Resource Centre and its community coaching model, which provides additional support to clients in crisis through one-on-one with a professional counsellor to help people to make a plan to improve their situation. The coaching model helps to break the cycle of disadvantage by helping clients to access assistance to address the issues which make people vulnerable to reliance on emergency relief services. Officer Comment and Recommendation: Crossways is an effective community-based organisation which provides much needed support to residents experiencing financial hardship and multiple deprivations as a result of poverty. It is recommended that Council approve a contribution of $14,370 in 2014/15 to continue support for Crossways case management approach to emergency relief services. Darling Range Wildlife Shelter Inc. – request $20,000 Darling Range Wildlife Shelter is a volunteer-run community organisation based in Gosnells. The shelter rescues, treats and cares for injured, orphaned, sick and displaced Australian native wildlife with the aim of rehabilitation and return of wildlife to their habitat. The group is also committed to educating the public on living considerately and responsibly within our ecosystem. While the group is based in Gosnells, the Shelter reports 41% of the 100 plus volunteers reside in the City of Armadale and 35% of wildlife admissions originate from within the Armadale LGA.


Purpose of requested contribution: Darling Range Wildlife Shelter has requested a contribution of $12,600 in 2014/15 to subsidise the costs of veterinary care incurred through the rehabilitation of wildlife by local volunteers. The applicant identified that the contribution will enable an increase in level of service to the community, potentially resulting in lower mortality rates for wildlife and would relieve volunteers from such intensive fundraising efforts. Officer comment and recommendation: The applicant estimates veterinary costs in 2014/15 to total $25,200 which is more than double the costs reported in 2013 and 2012 financial years. Year to date figures indicate expenditure of $10,522 from July to March or $1,315 per month. Darling Range Wildlife has explained the increase as a result of increased veterinary fees and increased number of wildlife admissions. Consultation with the City’s Environment Services confirmed the value of the wildlife rescue service to the community which is the only local provider of such services. It is recommended that Council approve a contribution of $4,790 in 2014/15 to support the volunteer efforts towards the care and rehabilitation of injured wildlife. Hope Community Services (formerly Drug ARM WA Inc.) – request $117,500/$41,000 Hope Community Services (formerly known as Drug ARM WA operating in Armadale since 1990) aims to be a leader in the provision of quality services for people affected by drugs, alcohol and disadvantage. Hope Community Services does this by providing practical, supportive services for those affected by alcohol and other drugs, including their families, carers and the wider community. Purpose of Requested Contribution: Hope Community Services has submitted a request which outlines two options for service delivery. Option one seeks a contribution of $117,500 in 2014/15 to establish a Youth Services Hub at The Bunker, a dedicated ‘drop-in’ youth space off Jull Street (behind Dominoes). The proposal is to operate The Bunker four evenings per week (16 hours) for specialist music, multimedia and developmental activities, plus the provision of a youth worker to provide follow-up and case management support (15 hours). The existing counselling service will also be maintained (currently funded by the annual contribution approved for 2013/14). Option 2, requests a contribution of $41,000 in 2014/15 to maintain the provision of the counselling service and operate the Bunker two nights per week (5 hours), employing two youth workers to engage young people in developmental activities and a specialist music program. Officer Comment and Recommendation: Hope Community Services has previously received an annual contribution for the provision of counselling services. In 2012, Council recommended that Hope Community Services be allocated an annual contribution of $16,000 for three years, from 2012/13 to 2014/15 (subject to compliance with annual acquittal requirements) without being required to submit an application each year. Since the annual contribution report was considered by Council in April 2013, Hope Community Services has absorbed the remaining services provided by Armadale Youth Resources which was unable to secure recurrent funding. Armadale Youth Resources has


been an ongoing annual contribution recipient for the provision of youth services, most recently a contribution of $25,000 in 2013/14. Hope Community Services’ proposal (option 1) to establish a Youth Services Hub at The Bunker is indicative of the organisations commitment to supporting at-risk youth. Option 2 reflects maintenance of the status quo, which is provision of counselling services and staffing of The Bunker for five hours per week. Whilst the proposal (option 1) to greatly expand the delivery of youth services via The Bunker is commendable, the request vastly exceeds the general allocation recommended to Council. For example, the request of $117,500 equates to 88% of the total budget allocation in 2014/15. Council could approve this request and allocate the remaining budget amongst other applicants, or Council could recommend an increase in the annual contribution budget to enable support to other worthwhile initiatives. Alternatively, Council could decline the request or recommend a lesser amount be allocated to Hope Community Services towards the provision of counselling and youth services. The recommendation is that Council approve a contribution of $27,800 in 2014/15 towards the provision of counselling and youth services. Neerigen Brook Primary School Parents and Citizens Association Inc. – request $25,000 The Neerigen Brook Primary School P&C works with parents, students and members of the community to promote the interests of the school. In particular, by assisting with the provision of resources, facilities and amenities for the school through fundraising events and fostering community interest in education matters. Purpose of Requested Contribution: Neerigen Brook Primary School P&C has requested a contribution of $25,000 in 2014/15 for a project known as the ‘Story Journey and Art Journey’. The project aims to improve children’s development through a series of ‘Story Journey’ activities focussed on developing literacy; and through the creation of artworks to be installed in a Harmony Garden to represent the various ethnicities and cultures making up the school community. Officer comment and recommendation: Notwithstanding an in-kind contribution by volunteers and students, the applicant’s proposal relies on 100% funding from the City’s Annual Contribution’s program to implement the project. The budget indicates that the full $25,000 is to be expended on materials to construct the elements of the story and art journey (e.g. Medieval World; Under the Sea, African Savannah etc) which is not a priority purpose for an annual contribution. Officers will investigate alternative funding options and advise the applicant of such. It is recommended that Council decline the request for an annual contribution in 2014/15. Parkerville Children and Youth Care Inc. – request $20,000 Parkerville Children and Youth Care have provided services for children who have been harmed or neglected since 1903. Parkerville Children and Youth Care provide a large range of community based services in the Perth metropolitan area. In Armadale, these include Therapeutic Family Services for children and young people who have experienced sexual abuse (via the George Jones Advocacy Centre); and secondary services such as the Armadale Family Support Network which aims to improve access to early intervention family support services.


In 2012 Parkerville Children and Youth Care successfully tendered for the management of two Child and Parent Centres, at Brookman and Challis Primary Schools, which are a collaboration between State government departments and the non-government community services sector to increase co-location, coordination and integration of government and non-government services for families and young children. Purpose of Requested Contribution: Parkerville Children and Youth Care requests a contribution of $20,000 in 2014/15 for a project titled ‘Enabling Children to Grow’. The project proposes to deliver training to staff at child care centres within the Armadale area to improve staff capabilities to manage and respond to disclosures of abuse and inappropriate sexualised behaviours. The proposal commits to training at 22 child care centres over three years (7 centres per year), and the implementation of a Self-Regulation Framework (developed by Dr Stuart Shanker) in 10 primary schools and 22 child care centres over three years (i.e. 5 primary schools and 7 child care centres each year). The applicant reports that children in the Armadale area have a comparably higher vulnerability to sexual abuse and that professionals in the area are reporting an increase in disclosures and inappropriate sexualised behaviours in local child care centre. A lack of access to accredited Protective Behaviours programs has been identified as a major gap for service providers. Officer Comment and Recommendation: The City’s Community Development Officers confirm the need for Protective Behaviours training for children, parents, child care staff, teachers and other professionals which work with children. The proposal to provide preventative and early intervention strategies to decrease the prevalence of abuse is considered to have strong community benefit for children and families. Parkerville Children and Youth Care demonstrate the capacity to provide such training which will be complimented by the implementation of the Self-Regulation Framework. The proposal requests a contribution of $20,000 in 2014/15 which will enable delivery of training to seven child care centres. It is recommended that Council approve a contribution of $19,170 to implement the training program. Roleystone Market/Roleystone Musicians Club – request $ 4,000 Roleystone Community Garden Club Inc. has applied for a contribution as the organising body for the Roleystone Markets in collaboration with the Roleystone Musicians Club. The Roleystone Musicians Club has organised and performed at the Concert in the Park events since 2010 with assistance from the City of Armadale. The organising body for the Roleystone Markets formed in 2012 and following encouragement from the City to combine the events, the first Market with Music event was held in March 2013 followed by another successful event in March 2014. Purpose of Requested Contribution: The request is for a contribution of $4,000 in 2014/15 to organise a community market and concert event in Roleystone. Officer Comment and Recommendation:


Following consultation with Leisure Services it was agreed that the proposal would be more suitably considered under the City’s Major Events Sponsorship program which will be considered by Council in June 2014. In addition, this type of event may be considered favourably by Lottery West. The recommendation is that Council decline the request with officers to contact the applicant to support an application for funding from Lottery West and the City’s Major Events Sponsorship program. Save the Children -– request $17, 312 Save the Children is an international organisation working to realise the rights of children to survival, protection, development and participation. In Australia, Save the Children delivers programs in early childhood development, youth engagement and child protection in 100 communities across metropolitan, regional and remote areas. In Perth, Save the Children facilitates the South East Corridor Youth Development Program (One Step Closer), a prevention and early intervention program for at-risk Aboriginal youth; an Intensive Supported Playscheme for Aboriginal parents and children to support early childhood development; and the Aboriginal Reconnect program to support Aboriginal young people at risk of homelessness in the South East Corridor of Perth. Purpose of Requested Contribution: Save the Children requests a contribution of $17,312 in 2014/15 to extend the operation of the ‘One Step Closer’ program for six weeks. One Step Closer provides pro-social activities on Friday nights for children and young people between 8 to 15 years of age who exhibit high levels of risk/vulnerability and/or anti-social behaviours. The program has the ability to support up to 55 young people per night and is currently attracting upwards of 40 young people each night. Officer Comment and Recommendation: One Step Closer has been operational for more than two years and was originally funded by the WA Department of the Attorney General’s Criminal Property Confiscation Grants scheme until September 2013. Since then, Save the Children has invested donor funded resources to maintain program operations whilst pursuing alternative funding sources, including a collaborative approach to funding for youth initiatives in Armadale in partnership with the City of Armadale and Hope Community Services. This funding support will end in June 2014 after which the program will cease to operate. The City’s Community Development team have worked closely with Save the Children to support the development and enhance the operations of One Step Closer. Most recently, the City’s Ignite Basketball Coordinator has undertaken Coordination of the program to improve the program’s capacity to engage the target group and strengthen links between the City’s Ignite Basketball Program. The development of consistency between One Step Closer and Ignite Basketball, which operate on Friday and Saturday nights respectively (peak times for offending and antisocial behaviours), is a critical factor in the programs’ capacity to engage, form relationships and encourage positive change in the participants. In the past year One Step Closer has engaged 120 young people on a regular basis, 80% of which identify as Aboriginal. Most significantly, 48% of the young people who engage regularly with this program are known by the Police as either high risk or extremely high risk. One Step Closer is demonstrating successful engagement of a target group which is regarded difficult to engage. The likely community consequence of the program ceasing to operate from June 2014 is an increase in vulnerability for the young people attending and a possible increase in anti-social and/or criminal behaviour.


It is recommended that Council approve a contribution of $16,590 in 2014/15 to extend the operation of One Step Closer whilst the City continues to work with Save the Children to secure alternative funding. Scripture Union of WA – request $10,000 The Scripture Union of WA is part of a worldwide movement of Christians dedicated to bringing real life transformation to Western Australian children and youth through relevant, engaging and action-based programs within the school and community. Scripture Union of WA plans and implements residential and non-residential primary and secondary school programs, adventure camping, school holiday camping, family festivals and community oriented programs. Purpose of Requested Contribution: The Scripture Union of WA has requested a contribution of $10,000 in 2014/15 to employ two youth workers for 1.5 days per week to support young people in Roleystone. The youth workers reside in the local area and support young people through attendance at the Cross Park Skate Park; school based programs such as youth mentoring and the ‘chic’ young women’s program; support for the Youth Shed (Roleystone Men’s shed youth integration program) and other community based support to local community organisations. Officer Comment and Recommendation: The youth workers have been employed for three years and were initially funded by the local church (which the applicant reports was not sustainable) and then by a grant from the One Life Suicide Prevention program. Consultation with the Community Development Officer – Youth indicates that the youth workers are known to young people in the area, and are actively involved in spaces and programs engaging youth. The applicant’s proposal indicates strong community support via cash and in-kind contributions from a number of sources (Church, donations, grants, local businesses and community organisations) and requests a contribution of $10,000 which comprises 25% of the total cost of the program. The recommendation is that Council approve a contribution of $9,580 in 2014/15 to enable the employment of youth workers to support young people in Roleystone. Starrick House - Armadale – Gosnells Women’s Refuge – request $5,000 Starrick House is located in Gosnells and is the venue from which the Armadale Gosnells Women’s Refuge operates. Armadale Gosnells Women’s Refuge provides a range of services including: Crisis Accommodation; Advocacy/Childcare; Court Support; Housing; Domestic Violence Intervention Program, Victim Support and Children’s groups. The City of Gosnells owns the building and land on which it’s located. In 1985 the City of Armadale contributed $20,000 towards the capital works on the basis that Armadale Gosnells Women’s Refuge provides a valued service to the Armadale community. Since 1995, Council has contributed towards ongoing maintenance costs including utilities and insurance. Officer Comment and Recommendation: In 2012/13 Council approved an annual contribution of $5,000 per year for up to three years, subject to compliance with annual acquittal requirements. Therefore, Starrick House was not required to reapply for 2014/15. It is recommended that Council approves a contribution of $4,790 towards Starrick House operations in 2014/15.


Summary of Requests for 2014/15 The table below summarises the requests received for the 2014/2015 financial year. It also depicts where an organisation has had a previous contribution. First time applicants are noted in italics. Organisation 2014/15

Request2013/14 2012/13 2011/12 2010/11 2009/10

Armadale Kelmscott Mobile Meals

7,500 6,500 4,500 - 3,500 3,000

Armadale Neighbourhood Watch

5,500 - 4,000 - 4,500 4,500

Armadale Society of Artists 10,000 5,000 - - - -Bentley-Armadale Medicare Local

20,000 - - - -

CAN WA 20,000 - - - - -Clontarf Foundation 20,000 - - - -Communicare 15,500 - 10,000 6,000 6,000 6,000Conscious Birth & Parenting Collective

9,000 6,000 - - - -

Constable Care Child Safety

10,000 10,000 10,000 - - -

Crossways Community Services

20,000 12,000 10,000 6,000 3,950 2,000

Darling Range Wildlife Shelter Inc.

12,600 - - - - -

Hope Community Services (Drug ARM WA)

117,500 16,000 16,000 12,000 12,000 12,000

Neerigen Brook Primary School P&C

25,000 - - - - -

Parkerville Children & Youth Care

20,000 - - - - -

Roleystone Market/Musicians Club

4,000 - - - - -

Save the Children 17, 312 10,000 - - - -Scripture Union of WA 10,000 - - - - -Starrick House 5,000 5,000 5,000 4,500 4,500 4,500Total requested 348,412 DETAILS OF PROPOSAL Council has a number of options that it may consider. Option 1: Fund the recommended organisations the full amount of their request which will

require an additional budget allocation of $205,027. Option 2: Fund the recommended organisations based on officer recommendation for the

forecast 2014/15 budget of $143,078. Option 3: Fund the recommended organisations based on a reallocation of the forecast

2014/15 budget of $143,312 as determined by Council. Option 2 is recommended.


Table 2 below summarises these options. Organisation Option 1

Requested Option 2 Recommended

Armadale Kelmscott Mobile Meals 7,500 6,230Armadale Neighbourhood Watch 5,500 5,270Armadale Society of Artists 10,000 4,790Bentley-Armadale Medicare Local 20,000 -CAN WA 20,000 -Clontarf Foundation 20,000 -Communicare 15,500 14,370Conscious Birth & Parenting Collective 9,000 5,748Constable Care Child Safety 10,000 9,580Crossways Community Services 20,000 14,370Darling Range Wildlife Shelter Inc. 12,600 4,790Hope Community Services (Drug ARM WA) 117,500 27,800Neerigen Brook Primary School P&C 25,000 -Parkerville Children & Youth Care 20,000 19,170Roleystone Market/Musicians Club 4,000 --Save the Children 17, 312 16,590Scripture Union of WA 10,000 9,580Starrick House 5,000 4,790Total $348,412 $143,078 The proposal is that Council endorse Option 2 and allocate the budget allocation for 2014/15 Annual Contributions accordingly. COMMENT ANALYSIS In assessing the applications some were considered to be better suited for support via means other than Council’s Annual Contribution’s program. Others were not recommended because the request was highly dependent on Council funds or could be achieved without an annual contribution at this time. All of the recommended allocations are for amounts less than that requested in order to support other valued initiatives. In addition to direct financial assistance, the City can make a significant contribution to local community-based groups by facilitating partnerships between and with community groups, and assisting with the development of grant submissions to external bodies. A current example of this approach is the collaborative efforts underway to raise the profile and secure funding for the Armadale Youth Intervention Program, a partnership approach to addressing issues for at-risk youth through Ignite Basketball, Save the Children’s One Step Closer and Hope Community Services ‘The Bunker’. Consistent with the City’s approach as the service provider of last resort, officers will look to build capacity in community organisations before recommending direct financial assistance. Benefits of this approach include:

Building capacity in local organisations; Creating an environment of collaboration between stakeholders; Engendering ownership of issues and solutions; Far greater pool of expertise to consider issues and responses;


Significant advocacy power to other levels of government. Most significantly, this approach works towards creating a stronger, more resilient and sustainable community. OPTIONS 1. Support the recommendation in this report. 2. Redistribute the 2014/2015 budget allocation to applicants. 3. Not endorse the allocations, as presented, at this time. Option 1 is recommended. CONCLUSION Council will continue to receive requests for financial assistance from a range of services and organisations and the current Requests for Financial Assistance Policy COMD 1 enables these requests to be determined according to specific criteria. Each organisation is required to provide a report that stipulates how the funds were used and how it met the criteria of the Policy.

RECOMMEND

That Council:

Refer the Annual Contributions, as listed below, for consideration of inclusion in the 2014/15 draft Budget, subject to a satisfactory written report from each organisation that meets the conditions of Policy COMD 1.

Organisation Option 2 Recommended

Armadale Kelmscott Mobile Meals 6,230 Armadale Neighbourhood Watch 5,270 Armadale Society of Artists 4,790 Communicare 14,370 Conscious Birth and Parenting Collective 5,748 Constable Care Child Safety 9,580 Crossways Community Services 14,370 Darling Range Wildlife Shelter Inc. 4,790 Hope Community Services (Drug ARM WA) 27,800 Parkerville Children & Youth Care 19,170 Save the Children 16,590 Scripture Union of WA 9,580 Starrick House 4,790 Total 143,078

ATTACHMENTS There are no attachments for this report.


1.2 - COMMUNITY SERVICES - POLICY REVIEW WARD

: ALL In Brief: This report presents the following Council

policies as relating to the responsibilities of the Community Services Directorate and recommends that they be reaffirmed for a further 3 year period. COMD 2- 1 Community Consultation COMD 5 Sponsorship of the City’s

Events, Programs, Facilities & Publications

FIRE 1 Firebreaks RECN3 Club/ Community Group

Application(s) for Council Support of Capital Works Projects.

FILE No.

: M/301/14

DATE

: 11 April 2014

REF

: SG

RESPONSIBLE MANAGER


Tabled Items Nil Officer Interest Declaration Nil Strategic Implications 4.1.2 Ensure governance policies, procedures and activities align with legislative

requirements and best practice.

4.5.1 Ensure compliance of relevant Council policies and procedures with legislative and organisational requirement.

Legislation Implications Section 2.7 of the Local Government Act 1995 states: 2.7 The role of the Council (1) The council –

(a) directs and controls the local government’s affairs; and (b) is responsible for the performance of the local government’s functions.

(2) Without limiting subsection (1), the council is to –

(a) oversee the allocation of the local government’s finances and resources; and (b) determine the local government’s policies

Council Policy/Local Law Implications Policy Manual


Budget/Financial Implications Nil Consultation

1. Executive Director Community Services 2. Manager Library & Heritage Services 3. Manager Leisure Services 4. Manager Ranger and Emergency Services

BACKGROUND At its meeting of 4 March 2003, Council formally adopted (C6/2/03) the Policy Manual, endorsed the associated Management Practices and the procedure for developing, amending and reviewing policies and management practices. Part 3.1 of the Procedures states: “A review of every policy is to be made every 3 years by the relevant Executive Directorate, with a third of the policies reviewed each year.” In accordance with the Procedure for Developing, Amending and Reviewing Policies, the following policies relating to the Community Services Directorate are due for review. COMD2-1 Community Consultation COMD5 Sponsorship of the City’s Events, Programs, Facilities and Publications FIRE1 Firebreaks RECN3 Club/Community Group Application(s) for Council support of Capital Works

Projects. When reviewing Policies, regard is given to the following: - whether the Policy satisfies current organisational operations/requirements’ - whether the Policy complies with current legislative requirements - whether the Policy is consistent with other Council Policies The review process has been completed for the following Policies and the results are presented in this report. COMD2-1 Community Consultation COMD5 Sponsorship of the City’s Events, Programs, Facilities and Publications FIRE1 Firebreaks RECN3 Club/Community Group Application(s) for Council support of Capital Works

Projects.


DETAILS OF PROPOSAL The following table summarises the Policies that have been reviewed on this occasion, together with findings and recommendations on each:

Policy Name and Number Review Findings

Officer Recommendation

COMD 2 - 1 – Community Consultation Rationale: Council is committed to maintaining dialogue with its community to understand their needs and expectations. In achieving its Strategic aims, Council recognises the need to consult with its community and encourage community participation so as to enhance its decision-making. This policy provides the framework and principles for undertaking community consultation and encouraging participation.

Meets all review considerations

Policy COMD 2 is reaffirmed without amendment for a further 3 year period.



Officer Recommendations

COMD 2 - 1 – Community Consultation Policy: Council will be guided by the following principles in relation to community consultation.

Council will: Keep the community informed of

decisions made and actions taken in relation to its activities, listen to and acknowledge concerns, and provide feedback on how public input influenced the decision.

Encourage participation as appropriate.

Be open and honest about the purpose of any consultation activity so as to be transparent with its decision making processes.

Use a range of approaches to engage community views and enable everyone interested to contribute.

Allow sufficient time to consult effectively.

Undertake to make balanced decisions using the outcomes of community consultation whilst taking into account other influences such as budget constraints, statutory obligations and strategic directions.

Strive to continuously improve its community consultation methods.






COMD 5 – Sponsorship of the City’s Events, Programs, Facilities and Publications Rationale: To increase the revenue available for City’s Cultural Events, Programs, Publications, Facilities, and encourage positive corporate relations between the City and the business community. Policy: Council supports and encourages the seeking of corporate sponsorship of Council’s Events, Programs, Facilities or Publications as a means of financially supplementing the revenue of those activities and thus potentially reducing the direct cost to the City. Council approves the use of the sponsor’s logo, by-line or slogan as a means of sponsorship recognition in accordance with the current management practice. Council will not consider sponsorship proposal that promotes alcohol or tobacco products or any other socially inappropriate product or service.






FIRE1 - Firebreaks Rationale: To ensure that all property owners comply with the firebreak notice and ensure that all precautions are taken to reduce the fire risk. Policy: Council Rangers shall continue to undertake property firebreak inspections in accordance with the annual firebreak inspection program, the Bush Fires Act 1954 and the current Management Practices during the period of December 1st and March 14th the year following.

Meets all review consideration

Policy FIRE1 is reaffirmed without amendment for a further 3 year period.



Officer Recommendation

RECN3 Club/Community Group Application(s) for Council support of Capital Works Projects.

Rationale: Council will support local sporting clubs and community groups who wish to undertake capital works projects to improve their facilities provided that it complies with the City’s Strategic direction. This support is predicated on ensuring that due process is undertaken for the planning, assessment and funding of those capital works. Policy: In supporting local sporting clubs and community groups in undertaking capital works on public facilities, Council will invite quotes and tenders on the approved project, with a view to maximising benefits and minimising risk, when a minimum of 75% of the group’s nominated cash contribution towards the project has been received. The assessment process shall be in accordance with Management Practice RECN 3. (Note: no “in-kind” contributions by Clubs are to be accepted.


Policy RECN 3 is reaffirmed without amendment for a further 3 year period.


COMMENT CONCLUSION It is recommended that the Policies, as reviewed, continue to apply and operate for a further three (3) years or such earlier date as Council may determine from time to time.

RECOMMEND

That Council:

pursuant to Section 2.7(2)(b) of the Local Government Act 1995:

1. reaffirm the continued application and operation of each of the following current Policies for a further three (3) years or such earlier date as Council may determine from time to time.

COMD2-1 Community Consultation COMD5 Sponsorship of the City’s Events, Programs, Facilities and Publications FIRE1 Firebreaks RECN3 Club/Community Group Application(s) for Council

support of Capital Works Projects.

ATTACHMENTS 1. Management Practice - Community Consultation 2. Management Practice - Sponsorship of the City's events,Programs,Facilities & Publications 3. Management Practice - Firebreaks 4. Management Practice - Club Community Group Application (s) for Council Support of Capital

Works Projects

COMMUNITY SERVICES 28 6 MAY 2014 COMMITTEE - Community Planning

2.1 - GREENDALE CENTRE - PROPOSED UPGRADE WARD

: MINNAWARRA In Brief: This report follows the presentation of a feasibility study into the future of the Greendale Centre in December 2013 and proposes a design option for an upgrade to the Centre for the 2015/16 year as well as the main elements of a proposed ongoing leasing arrangement with Dale Cottages to manage and operate the centre. The report recommends that Council; Endorse the design presented as

attachment 2 to this report for an upgrade to the Greendale Centre

Endorse a submission to Lotterywest for a grant of $1.55million to assist in funding the upgrade

Consider for inclusion in the 2014-2019 Corporate Business Plan and the Long Term Financial Plan for the 2016 year, the proposal to upgrade the Greendale Centre with funding details as follows:- Capital Upgrade Works - $2,050,000 Lotterywest Grant - $1,550,000 City of Armadale Loan (term of 10

years) - $500,000 Loan Repayments (principal and

interest) - $72,000 per annum for 10 years

Building operating expense - $17,000 per annum recurring.

Note the development of a Memorandum of Understanding with Dale Cottages on the terms and conditions of an ongoing leasing arrangement for the Greendale Centre

Receive a further report once the outcome of the Lotterywest grant submission is known

FILE No.

: M/300/14

DATE

: 11 April 2014

REF

: NK

RESPONSIBLE MANAGER


Tabled Items 1. Nil Officer Interest Declaration Nil


Strategic Implications 1.2.2 Advocate and promote programs and services that enhance the wellbeing of seniors 1.2.5 Ensure Council’s services and facilities are accessible 1.6.5 Consider opportunities for partnership projects with other agencies that enhance

community amenity 2.6.1 Implement improvements to buildings, amenities and facilities as required to enhance

the service to the community Legislation Implications Any building works associated with the project would need to be carried out in accordance with the Building Code of Australia and any other relevant legislation and/or Australian Standard. Council Policy/Local Law Implications Council Policy ADM 2 – Property lease Rentals. Budget/Financial Implications There are currently no funds allocated in the Corporate Business Plan for an upgrade to the Greendale Centre. This report recommends an upgrade project of $2.05million in 2016 of which it is anticipated that a grant of $1.55million is sourced through Lotterywest and that the City allocates $500,000 towards the project. It is anticipated that the City’s contribution would be provided through a loan at a cost of $72,000 per year for 10 years. The City is currently responsible for undertaking and paying for a number of operational and maintenance costs for the Centre including cleaning; utilities, insurance and security monitoring with $50,000 allocated annually for these and other maintenance costs. Part of the proposal of this report is that under the new leasing arrangement of for the Centre the responsibility for these items would be transferred to Dale Cottages along with the funding to cover associated costs. The forecast cost of the items that would be transferred under this arrangement for 2014 is approximately $33,000. The City would remain responsible for certain other maintenance and repair items consistent with the City’s leasing maintenance schedule. These items are forecast to cost approximately $17,000 in 2014. As this report recommends an ongoing operational subsidy of $50,000 under a new arrangement an additional annual amount of $17,000 will be required to cover the City’s ongoing maintenance responsibilities. Consultation

Dale Cottages MANEX Lotterywest Technical Services Directorate Corporate Services Directorate

BACKGROUND This report follows one of the recommendations of a report to Council in December 2013 (C41/12/13), which was that Council;

Receive a further report through the Community Services Committee in February 2014 that proposes a scope and funding model for a proposed upgrade to the Greendale


Centre consistent with the findings of the feasibility study, including the major responsibilities for the City and Dale Cottages in any ongoing management arrangement.

Since December 2013 a potentially significant issue was identified relating to the supply of essential utility services to the Centre. While this has now been resolved, understanding the implications of the issue on the scope of the proposed upgrade has led to a delay in the preparation of this report. Context The Greendale Centre, previously known as the Armadale Kelmscott Senior Citizens Centre is located on Coombe Avenue Armadale and was built by the City in 1972. The Greendale Centre is situated amongst retirement units which form part of the not for profit organisation, ‘Dale Cottages’ retirement and aged care complex. Since 2004 the Greendale Centre has been operated by Dale Cottages under a management agreement. The City has been in discussion with Dale Cottages over a number of years about the ongoing management arrangements for the Greendale Centre including the potential for Dale Cottages to enter into a more formal longer term leasing arrangement for the Centre. This is a scenario is seen as beneficial for the City, Dale Cottages and the broader community. The discussions with Dale Cottages have centred on two key points;

The Greendale Centre is a community wide seniors’ focused asset and should be accessible to as many older people in the community as possible.

There are current barriers such as building design, suitability of equipment and

general presentation that are limiting the broader community usage of the Centre and threatening the sustainability of the Centre as a viable concern for Dale Cottages.

In June 2013 Council considered a report relating to the Greendale Centre (CS/60/6/13) that looked at matters to be addressed in order to make the facility more appealing to current and potential users of the Centre, as well as being a more sustainable element of Dale Cottages’ core business. The June 2013 report identified a ‘first draft’ of a scope of works to enhance the Centre. These works included modifications to the existing foyer area, upgrading toilets and structural extensions to the building. Initial estimates indicated these works would cost in the order of $450,000. The report endorsed the recommendation that Lotterywest be approached for a grant to fund the improvements and that a feasibility study be undertaken to support the argument for Lotterywest funding by demonstrating community need and relevance. Subsequently, a feasibility study was undertaken in the latter part of 2013 and presented to council through a report at the December meeting of the Community Services Committee (C41/12/13). Key elements of the December 2013 report and of the Feasibility Study are outlined below for ease of reference;

The scope for the feasibility study was based the following premise agreed with Dale Cottage;


The City of Armadale and Dale Cottages share a vision where the Greendale Centre is a thriving community Centre that is well patronised by the broader City of Armadale seniors community, and that is effectively and efficiently operated by Dale Cottages.

The findings of the feasibility study articulate the current status of the Greendale Centre and its operations. They reflect a desire and willingness by Dale Cottages to continue to play a key role in the future of the Centre as a forward looking community wide asset that focusses on providing relevant activities and services to the needs and aspirations of older people well into the future. The recommendations of the feasibility study provide a solid framework on which to set the Centre on more sustainable footing when focused on three themes;

Physical changes to the facility including equipment and furniture. Broadening the scope of services and activities offered. Developing a well-considered agreement between Dale Cottages and the City

that takes a partnership approach to promotion, program delivery and operations of the Centre.

The main findings of the study and the consultant recommendations (please note the feasibility study recommendations are not the recommendations of this report) are included in the following table.

It should be noted that this information provides just a brief overview of the significant body of work that was undertaken for the feasibility study and presented to Council in December 2013 including analysis of the recommendations and how they could be implemented. The December 2013 report endorsed a course of action to use the feasibility study as a guide for the development of a scope for an upgrade to the Centre as well as for an operating model that would see Dale Cottages manage the Centre over the longer term.


Arkitek 10 was engaged to develop costed design concepts for an upgrade and instructed to use the feasibility study to inform improvements to functionality, appeal and compliance with building code requirements. As part of this process City officers also facilitated a meeting of current Greendale Centre users and staff along with the architects to further inform the design brief. While the initial ‘first draft’ scope of works that was identified in the earlier July 2013 report was used as a starting point, it was clear that in order to make changes that would significantly improve functionality and appeal as identified in the feasibility study, additional works would also need to be considered. The inevitable result is an increase in costs; however there is an opportunity for a major portion of the funds required to be sourced from Lotterywest. The design options developed by Arkitek10 are included as attachments to this report. An additional factor that has now been resolved is that of services supply to the Greendale Centre. Work being undertaken by Dale Cottages to redevelop some of its residential units adjacent to the Greendale Centre identified what could have been a significant issue with the supply of water and a fire service to the Greendale Centre. This issue has been the subject of separate discussion between the City’s Technical Services department and Dale Cottages with an agreement having now been reached on how it should be progressed. The time taken to fully investigate this matter, along with the time needed to develop and have assessed a Lotterywest submission means that an upgrade could not be practically scheduled before the 2015/16 financial year. The original Management Agreement between the City and Dale Cottages for the Greendale Centre has expired with this interim period being managed through a succession of extensions to that original agreement. The future of the Greendale Centre including the points identified in this report have been the subject of a number of previous reports to Council (C143/10/04, C174/11/04, CS62/7/07, CS60/6/10, CS41/5/12, CS111/11/12, CS60/6/13 and C41/12/13). DETAILS OF PROPOSAL The proposal of this report can be considered in two parts;

1. The Greendale Centre upgrade 2. Ongoing arrangements between the City and Dale Cottages for the Management of

the Greendale Centre


1. Greendale Centre Upgrade The recommendation of this report is that Council endorse an upgrade to the Greendale Centre to be scheduled in 2015/16 at a cost of $2.05 Million on the assumption that $1.55Million is sourced through a Lotterywest grant and $500,000 provided by the City through a loan provision. The main elements of the upgrade include;

A major upgrade of the foyer /lobby/reception area Upgrade to toilets

Creating direct access from the kitchen to the main hall Creating a discrete library/sitting area and a digital hub Creating spaces that can be leased to relevant seniors focused services

Creating an alfresco area with open access to the existing dining room Installing stack doors in two activity areas to allow flexibility in room sizes and

numbers Installing sound reducing material in main activity areas

Replacing air conditioning in main activity areas New equipment and furnishings throughout Aesthetic enhancements – painting/rendering/carpet etc

2. Management Framework It will be a requirement of any Lotterywest grant agreement that a longer term leasing arrangement is in place necessary with Dale Cottages if Lotterywest funds are to be invested into the building. Dale Cottages could not be reasonably expected to enter a lease, however until the scope of works for upgrade, as well as any other ongoing arrangements with the City are agreed on. Bearing these points in mind it is proposed that in the short term the City and Dale Cottages develop a Memorandum of Understanding that outlines the framework in which a lease would operate. This would also serve as a clear indication of intent for the City, Dale Cottages and for Lotterywest. In general terms it is envisaged that the MOU and a subsequent lease would contain the following elements; The premise on which the partnership and lease between the City and Dale Cottages is based;

The City of Armadale and Dale Cottages share a vision where the Greendale Centre is a thriving community Centre that is well patronised by the broader City of Armadale seniors

community, and that is effectively and efficiently operated by Dale Cottages. Lease Term: 10 years with an option for a further 5 years Annual Rent: at the Community organisation rate of $50 & GST Independent Branding: an agreed branding position clearly identifying the Centre as an

independent community wide resource owned and supported by the City, and managed and operated by Dale Cottages


Dale Cottages to be responsible for;

Management of the Centre and as a Community Wide facility utilizing the findings of the feasibility study to guide programing of services and activities

Promoting the Centre to the broader community as an independent seniors focused facility

Coordinating appropriate activities and programs Ensuring the Centre is open to the public for a minimum of 50 hours per week and

staffed appropriately Ensuring the facility is available for hire by community groups consistent with its

location outside of its normal operating hours All operational and minor maintenance items including but not limited to cleaning;

utilities, insurance and security monitoring Aligning the hire costs to external groups of Greendale Centre rooms with ‘like’ City

facilities A uniform pricing structure for all users and user groups Coordinating the bookings of Greendale Centre facilities Retaining monies received from the hire of Greendale facilities

The City to be responsible for;

Assisting with the promotion of the Centre as a community wide facility Promoting the Greendale Centre as a hire venue for community groups Collaborating with Dale Cottages for seniors focused activities and programs Major maintenance and repair on the facility Providing an annual subsidy of $50,000 per year, indexed annually to Dale Cottages

to assist meeting operational and minor maintenance costs including cleaning; utilities, insurance and security monitoring

It is further proposed that officers proceed with a Lotterywest grant submission of $1.55million to substantively fund the upgrade and that a further report is provided to Council once the outcome of that submission is known along with the implications should less than the full amount be granted.


COMMENT ANALYSIS The Greendale Centre in its current state presents as tired and unappealing. While, as indicated in the Greendale Centre Feasibility Study, the Centre is fairly well patronized a number of key strategies could be implemented to improve its functionality; increase its capacity to accommodate more activities and programs, and retain its ongoing relevance to new cohorts of older people with quite different experiences and expectations of ageing than those who have gone before. With a population that is increasing as well as ageing, the City needs to be conscious of developing spaces and facilities in which activities and programs can operate, as well as simply providing opportunities for older people to gather, socialize and recreate. To illustrate this increasing need, the City’s Community Profile forecasting tool indicates that in 2011 there were 18,756 people aged 50 or over residing in the City. This figure is expected to increase to 26,263 by 2021 and then to 34,892 by 2031, an overall increase of 16,136 or 86%. The following table provides not only a visual illustration of this increase, but also of the impending spike in the over 50’s beyond 2031 as the 35 – 49 cohort ages.

These figures indicate that in addition to the proposal in this report, which in essence looks at increasing the capacity of the Greendale Centre to cater for additional older people patronage, there will be a need to consider how other existing and proposed facilities can be used/modified/developed to support older people as well. Whilst not the subject of this report, officers are very aware of the need to look at how this could be achieved through initiatives such as the current Master Planning project; the development of shared education/community shared use sites in the City’s growth areas and considering the functionality and design of the City’s new multi-function facilities including the four proposed community use sites in the Wungong development area.


With regard to the recommendation of this report, it is expected that the upgrade to the Greendale Centre, as well as the broader perspective to programing proposed in the feasibility study will increase the Centre’s capacity by;

Increasing the number and sizes of spaces available for activities and programs

Increasing options for larger catered meals and functions by creating a direct link from the kitchen to the main hall (which is currently seldom used for meals because of access difficulties)

Creating good spaces for socializing such as the enhanced lobby and alfresco area Creating a digital hub for computer use and training

Creating spaces for relevant service providers to operate from the Centre making it more multi-purpose and a destination for more people as well as providing an additional income stream for the Centre

Enhancing the functionality of activity spaces through better storage, better air conditioning and acoustic improvements

Acquiring better ‘fit for purpose’ equipment and furniture such as (for example) lightweight stackable chairs and tables, new Audio Visual equipment, new kitchen appliances.

General aesthetic enhancements which will lift the appeal and attractiveness of the Centre

In consultation with officers and Dale Cottages, and using the October 2013 feasibility study as a guide, three options for the physical layout of the Centre were identified. Design Option 1 (attachment 1 refers) This option involves a major redevelopment of the foyer/office/toilet spaces along with other internal works and renewing all internal and external finishes and fixtures. The forecast cost of this option (as at July 2015) is $2.5million. Design Option 2 Demolishing and replace the Centre (based on the design option 1) on the same site or on a different site an anticipated cost of $2.7million (as at July 2015). Undertaking the Design Option 1 upgrade or building a new Centre are not the recommendations of this report. Design Option 3 (attachment 2 refers) The third and recommended design option prioritises the elements of the first option and scales back the scope of the upgrade while still providing for a significant upgrade that will increase the functionality and attractiveness of the centre. The cost of this option is $2.05million (as at July 2015). Points of difference between the first and third option include;

A rescaled design of the lobby/foyer area Only replacing doors and windows affected by the works rather that all doors and

windows in the Centre


Retaining some air conditioning units in the smaller rooms and offices and only replacing those to the major activity areas

Reducing the number of internal ceilings to be replaced Rescoping some internal and external finishes (rendering to painting for example) Reduction in demolition costs, preliminaries and design fees as a result of reduced

scope

A consideration in coming to the recommendation of this report is the amount of any potential grant from Lotterywest and the consequential level of complementary funding required by the City. While Lotterywest cannot comment on the exact amount it may fund, discussion with them along with previous experience suggests that the City would have a reasonable chance of success with a maximum grant submission of around $1.5million (regardless of the upgrade option pursued). In this case, a strong argument for the $1.5million figure is the initial ‘blue sky’ design option that has been pragmatically pared back without significantly affecting the overall objective of increased functionality and appeal. With regard to the ongoing management of the Centre, the City is in the fortunate position of having worked in close partnership with Dale Cottages in the operations of the Centre since 2004. Dale Cottages has also consistently expressed a desire to enter into a longer term arrangement that would secure the management of the Centre for the foreseeable future. With their expertise in seniors care and the efficiencies inherent in having the Greendale Centre collocated with Dale Cottages, it would be appropriate for the City to consider them as a logical manager of the facility. The most important consideration relating to an ongoing arrangement with Dale Cottages is to ensure that it remains a community wide asset and is promoted as such. With this in mind the terms of the ongoing lease need to reflect a clear understanding of what is expected by the City and a clear division of responsibilities between the City and Dale Cottages to work towards this end. The general terms of a leasing arrangement that relate to this are outlined in the ‘Details of Proposal’ section of this report. OPTIONS Advantages and disadvantages of options available to Council are outlined below; Option 1: Do Nothing

Advantages Disadvantages No immediate additional costs

to the City Shortcomings of the Centre as identified through

the feasibility are not addressed Uncertainty over the ongoing management of the

Centre Option 2: Consider the $2.5million upgrade (Attachment 1)

Advantages Disadvantages Significant redevelopment of

the Centre Reasonable confidence that

the scope and costs won’t increase

Relatively short period

At least $1Million Municipal or loan funds required to meet the gap between a potential Lotterywest grant and the cost of the project. This gap would increase if the full amount requested from Lotterwest is not provided

Upgrade cost is almost at the level of replacing the


required for upgrade works (3 months) during which the Centre can continue to operate

The basic structure of the Centre is sound

building

Option 3: Demolish and rebuild on the same site at an anticipated cost of $2.7million

Advantages Disadvantages Project results in a new

facility High likelihood that Dale

Cottages will remain the operator of the Centre in the long term due the synergies and convenience of geographical colocation

At least $1.2Million required in Municipal or loan funds with a final amount not know until the outcome of a Lotterywest grant submission is confirmed

Potential for the scope and cost to increase due to potential unknown factors during the demolition and construction phases

The Centre won’t be available for at least 12 months during the rebuild

Option 4: Consider building a new Centre in a different location

Advantages Disadvantages Project results in a new

facility As with Option 3 above In addition, a higher risk that Dale Cottages may

not continue the arrangement with the City at some stage in the future to operate the Centre due to geographical separation

No other centrally located site has been identified Consideration of the future of the current building

Option 5: Consider the $2.05million upgrade (Attachment 2) – Recommended Option

Advantages Disadvantages Other than doing nothing, this

is the lowest cost option with an amount of $500,000 proposed for consideration in the 2016 budget to contribute to the capital cost of the upgrade

Reasonable confidence that the scope and costs won’t increase

Other than doing nothing, the least disruption to the operations of the Centre

The basic structure of the Centre is sound

Amount required in City funds may increase if the funds requested from Lotterywest are not provided in full

For all of the options this report recommends an ongoing contribution by the City to Dale Cottages of $50,000 (indexed annually) to assist with the operating costs of the Centre. CONCLUSION The future of the Greendale Centre has been the subject of considerable discussion and many Council reports over a number of years. The feasibility study that was undertaken in October


2013 and the subsequent upgrade designs that have been developed, along with ongoing discussion with Dale Cottages, have culminated in the recommended proposal of this report. An upgraded Greendale Centre that is effectively managed by Dale Cottages would be an important part of the support the City provides to its increasing number of older residents.

RECOMMEND

That Council:

1. Endorse the Design Option presented as attachment 2 to this report for an upgrade to the Greendale Centre 2. Endorse a submission to Lotterywest for a grant of $1.55million to assist in funding the upgrade 3. Consider for inclusion in the updated 2014-2019 Corporate Business Plan for the 2016 year, the proposal to upgrade the Greendale Centre with funding details as follows:-

Capital Upgrade Works - $2,050,000 Lotterywest Grant - $1,550,000 City of Armadale Loan (term of 10 years) - $500,000 Loan Repayments (principal and interest) - $72,000 per annum for 10

years Building operating expense - $17,000 per annum recurring.

4. Note the development of a Memorandum of Understanding with Dale Cottages on the terms and conditions of an ongoing leasing arrangement for the Greendale Centre

5. Receive a further report once the outcome of the Lotterywest grant submission is known

ATTACHMENTS 1. Attachment 1 (Design Option 1) 2. Attach

cs 06052014 agn at...agenda of community services committee to be held in the committee room,...

Documents