shire infrastructure committee · the draft master plan is a document for council's strategic...

Business Paper

Shire Infrastructure Committee

Monday, 5 February 2018 6.30pm

Committee Rooms 203 and 204, Level 2, Administration Building, 4-20 Eton Street, Sutherland

Shire Infrastructure Committee 5 February 2018

ORDER OF BUSINESS

1. ACKNOWLEDGEMENT OF COUNTRY 2. APOLOGIES

3. DISCLOSURES OF INTEREST

4. CONFIRMATION OF MINUTES OF THE PREVIOUS MEETINGS

5. PRESENTATIONS

6. REPORTS FROM OFFICERS

INF020-18 Cronulla Town Centre Public Domain Master Plan

INF021-18 Sutherland Leisure Centre - Impact of the New Four Hour Parking

Restriction

7. QUESTIONS

8. CONSIDERATION OF BUSINESS IN CLOSED SESSION

9. CONFIDENTIAL REPORTS FROM OFFICERS


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INF020-18 CRONULLA TOWN CENTRE PUBLIC DOMAIN MASTER PLAN

Attachments: Appendix A

EXECUTIVE SUMMARY

• Council has prepared a draft Cronulla Town Centre Public Domain Master Plan (the “draft

Master Plan”).

• The draft Master Plan was placed on public exhibition for the period 1 to 30 September 2017.

• This consultation has demonstrated significant community awareness of the document with

differing views on various elements.

• There is merit from a strategic planning framework viewpoint to adopt the draft Master Plan.

• To date Council has invested in actual dollars and staff time over $ 460,000 in the past four

years in the steps leading to this report on the draft Master Plan.

• The draft Master Plan’s proposed capital works program is estimated to cost $28.5M and is

capable of being delivered in stages over 5-10 years, however, there is no capacity in the

adopted Resourcing Strategy to fund any further works in the draft Plan beyond the current

Ocean Grove Avenue works.

• In the absence of financial capacity being created via the Resourcing Strategy the renewal of

the Cronulla Plaza will be delayed indefinitely.

• It is recommended Council adopts the Cronulla Town Centre Public Domain Master Plan, with

suggested modifications in Appendix A, and not pursue further Council capital works detailed in

the draft Master Plan until a revised Resourcing Strategy document creates financial capacity.

REPORT RECOMMENDATION

THAT:

1. Council adopts the Cronulla Town Centre Public Domain Master Plan, with suggested

modifications in Appendix A, and not pursue further Council capital works detailed in the draft

Master Plan until a revised Resourcing Strategy document creates financial capacity.

2. A review of the Cronulla Town Centre Public Domain Master Plan be undertaken in five years.


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PURPOSE

This report informs Council of the public exhibition of the draft Master Plan which took place during the

period 1 - 30 September 2017.

This report seeks Council's adoption of the draft Master Plan with modifications in Appendix A.

BACKGROUND

The draft Master Plan is a document for Council's strategic planning of future development of the

Cronulla town centre and associated public domain works. Aimed at enhancing Cronulla's amenity and

accessibility, the draft Master Plan takes a coordinated and whole-of-place approach.

The draft Master Plan has been developed as an effective way for Council to define Cronulla's role as

a vital town centre and major visitor destination. Council report INF001-18 provided an outline of the

Plan's preparation and content.

The draft Master Plan was prepared in three stages between July 2016 and April 2017:

• Stage 1 (July 2016 – Aug 2016)—research and analysis;

• Stage 2 (Sep 2016 – Nov 2016)—development of ideas and principles and including

community consultation; and

• Stage 3 (Nov 2016 – Apr 2017)—preparation of the draft master plan document.

Council endorsed the draft Master Plan for public exhibition at its meeting on 17 July 2017 and

resolved as follows (INF001-18):

“1. The draft Cronulla Town Centre Public Domain Master Plan, attached to this report as

Appendix A, be placed on public exhibition for a period of 28 days, with the following changes to

the Plan:

a. The building known as the Women’s Rest Centre not be included on the Plan; and

b. The provision of modern accessible public amenities be identified on the Plan.

2. The building containing the Women’s Rest Centre be demolished and replaced with a

temporary children’s playground to compensate for the necessary removal of the children’s

playground in Ocean Grove.

3. The temporary children’s playground to be removed once a suitable alternative facility has

been developed as part of the Master Plan.”

As a result of the above decision:

• The Women' Rest Centre building (WRC) was demolished in August 2017 and in September

2107 a temporary children's playground was constructed in its place

• The draft Master Plan (amended to reflect the above resolution of Council) was placed on

public exhibition from 1 to 30 September 2017; and


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• In October 2017 the former 'pirate ship playground' in Ocean Grove Avenue (OGA) was

demolished and construction commenced to upgrade the OGA part of the Cronulla Plaza (this

work being triggered by frontage works required for the redevelopment of the former bank

building in OGA). Public domain works to upgrade OGA are continuing on time and budget

with practical completion expected in May 2018.

The temporary playground appears to be a popular facility, while community reaction to the demolition

of the WRC appears to have peaked several months ago.

Over the past four years Council has expended approximately $300,000 in the preparation of the

Master Plan and the earlier actions including the design competition.

Apart from minor allowance for project management of $5k this does not include all the considerable

staff time involved in supporting the project and the consultant and the work done at the design

competition prior to this report.

Other Council Initiatives The draft Master Plan supports other Council initiatives aimed at improving the public presentation of

the Cronulla Town Centre. These initiatives, reported to Council in INF014-18, include sections 9 and

10 of a Street Tree Master Plan for the Kingsway (endorsed by Council in 2013), together with the

Sutherland Shire Economic Development Strategy, which is currently being prepared for Council.

It is noted that Council has requested, via resolution in INF014-18, the preparation of a tree

management plan or strategy with respect to the Cronulla Town Centre gateways – the Kingsway in

the north and the Cronulla railway station in the south. Reporting of this matter to Council will be

undertaken separately. However, the draft Master Plan is consistent with Council’s request and is

intended to form a basis for the planning, design and management of trees within the Cronulla town

centre gateways.

DISCUSSION

The Master Plan will provide a key strategic role in assisting decision making in future years.

Consequently it was important to have detailed engagement with the community to understand and

the challenges facing the centre and the cost of actions to revitalise it. Council is committed to testing

the value of its services and infrastructure with its community.

As part of Council’s legislated requirement for a focus on strategic outcomes from time to time it will

need to develop plans and strategies to articulate the range and level of services it will deliver to the

community. In many cases these services will be supported by upgraded and new infrastructure and it

is vital that the community is aware of the lifecycle costs of these infrastructure changes.


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Council is obliged by law to have a Long Term Financial Plan (LTFP) which accurately estimates the

Council expenditure and revenue over a ten year period needed to deliver a determined level of

service. Council must reconcile its adopted Master Plans with its capacity to fund the associated works

and this report highlights the lack of financial capacity in the adopted LTFP to fund works identified in

the Cronulla Master plan.

Conduct of the public exhibition

Public exhibition of the draft Master Plan took place from 1 to 30 September 2017. The exhibition was

conducted primarily online using Council’s Join the Conversation (JTC) website. In addition, the draft

Master Plan was available for viewing at Council’s administration building in Sutherland and at all

Council library branches. The link to the draft Master Plan can be found here:

http://jointheconversation.sutherlandshire.nsw.gov.au/cronulla-town-centre-public-domain-master-plan

The exhibition was promoted through a number of media channels including The Leader newspaper,

Council’s website, social media, direct mail to local businesses and local signs.

Results of the public exhibition Summary

Results of the public exhibition of the draft master plan are summarised as follows:

• 1,460 total visits to the JTC website;

• 684 JTC visitors downloaded a document;

• 149 responses to the online survey;

• 28 written submissions were received by email or letter;

• 3 petitions were submitted; and

• 2 petitions were re-submitted.

Petitions

The three submitted petitions objected to the removal of the WRC and its omission from the draft

Master Plan and contained a combined total of approximately 4,000 names.

The two resubmitted petitions were previously submitted to Council in 2014 and were in objection to

Council's intended closure of the women's rest centre at that time. The resubmitted petitions contained

a combined total of some 5,500 names.

Online survey

The online survey received 149 responses (mostly from residents of Cronulla and Woolooware) and

found that: 64% of respondents (95) were highly satisfied, satisfied or neutral in their overall response

to the draft Master Plan; while 36% (54) were either dissatisfied or highly dissatisfied.

For survey respondents the three most favourite parts of the draft Master Plan were: Artful lanes (75);

a renewed and revitalised mall (67); and playful spaces for all ages (53).

http://jointheconversation.sutherlandshire.nsw.gov.au/cronulla-town-centre-public-domain-master-plan


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The least favourite parts of the plan were: Traffic congestion, parking problems or access issues (17);

the whole draft Master Plan or the whole mall proposal (10); and the removal of the WRC (9).

Other matters identified as being important to survey participants included:

• Support for an overall vision and planned approach;

• Support for a modernised mall, town square and new community hub;

• Connectivity, public seating, lighting, toilets and safety;

• Retaining local character through indigenous trees;

• Retaining Cronulla’s art deco architectural themes; and

• The negative impacts of development or over development.

Written Submissions

28 written submissions were received (between 27 July and 5 October 2017) and most were from residents of Cronulla and Woolooware:

• 22 submissions expressed either full or qualified objection for the draft Master Plan;

• 4 submissions offered full or strong support; and

• 2 submissions were neutral and relate to the provision of information.

In terms of their subject matter, the submissions received may be grouped as follows:

• Objecting to the removal of the women's rest centre and concerns related to consultation (7);

• The need to address traffic congestion and parking problems (9); and

• Various ideas and comments indicating various aspects of the public domain that were

important (12).

Interpreting the results of the public exhibition Visits to the JTC website indicates that a substantial number of people were aware of, or were well

informed about, the draft Master Plan. This level of community engagement was comparable to that of

Council’s other recent engagements using JTC.

While the consultation has created awareness of the draft Master Plan across the broader community,

the submissions received by Council provide insight to the views of the local community on matters of

concern.

Written submissions were mostly from residents of Cronulla and Woolooware, and their number was

small (28). Most submitters (22 out of 28) objected to the draft Master Plan in some way. However in

contrast, most people surveyed in Cronulla Plaza during the preparation of the draft Master Plan were


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highly supportive of the plan’s principles and ideas. It is clear public opinion in a segment of the local

community was affected by topical issues at the time of exhibition but this appears to have diminished

with the passing of time.

This is evidenced in the considerable number of petitioners; noting that those who petitioned in

September 2017 did not petition against the draft Master Plan itself. Rather, those petitioners called

for the former WRC to be re-included in the draft Master Plan.

Also of importance is that the consultation confirmed that traffic congestion and parking problems

within the Cronulla town centre were seen by the community as significant issues. It is recognised

traffic management and parking are important issues.

Recommendations in response to the feedback received

Community feedback resulting from the exhibition of the draft Master Plan has been reviewed and

considered by Council staff. In addition, key internal stakeholders were again consulted on the draft

Master Plan's provisions.

Having reviewed feedback and consulted with key staff it is concluded the draft Master Plan is suitable

for Council's endorsement having regard to the following recommendations or considerations:

1. Continue to progress traffic planning for Cronulla

It is clear that the problem of traffic congestion in and around the Cronulla town centre is a

significant concern within the community.

The draft Master Plan is supported by a Traffic Plan which contains a proposal to improve local

traffic flow around the Cronulla town centre. The Traffic Plan was prepared by Traffix, traffic

engineers, in consultation with Council's Traffic and Transport Unit who have since progressed

further traffic flow options, including an on-going trial of a "no left hand turn" from Croydon

Street into Cronulla Street south. In these circumstances the Traffic Plan supporting the draft

Master Plan has been referred to Council's Traffic and Transport Unit for inclusion in its ongoing

work and for reporting to Council (expected in the first quarter of 2018).

2. Co-ordinate the Cronulla town centre parking plan with a Shire-wide parking management and improvement plan

Like traffic, car parking is a key issue for the Cronulla town centre and has attracted strong

comment from the community during the course of preparing and exhibiting the draft Master

Plan.

The draft Master Plan is supported by a Parking and Active Travel Plan, which makes

recommendations to improve parking in the town centre and proposes an active travel (walking

and cycling) plan. To effectively move forward on this work, the Parking and Active Travel Plan

has been referred to Council's Traffic and Transport Unit so that its data can inform, and be


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informed by, a Shire-wide Parking Management and Improvement Plan which is currently being

prepared for Council.

3. Consider the long term future of the former women's rest centre site

Notwithstanding the call of petitioners, it is not considered appropriate to reinstate the former

WRC service. The provision of parents’ amenities was a duplication of more modern facilities

available in the nearby Cronulla Central complex. The service has since been closed, the

building has been demolished and Council has actioned its decision to provide a temporary

playground on the site. Going forward if financial capacity is created in the future to carry out

works, it will be appropriate for Council to open a conversation regarding a new long-term future

for the site and its potential to activate the Plaza and facilitate a range of benefits for the

community.

4. Address operational matters through a comprehensive operational plan of management for the town centre

A number of community submissions and comments relate to operational matters and the draft

Master Plan makes the following high level recommendations for town centre management:

• Existing service vehicle access arrangements are generally retained;

• Three types of setting are identified (formal north-south 'ridge' in Cronulla mall/street;

informal east-west 'gully'; and secondary streets and lanes);

• Cronulla Square is identified as having capacity for a range of events; and

• New space allocation guidelines are proposed to balance public and private interests

within the mall.

The high level guidance provided in the draft Master Plan will need to be detailed to facilitate its

implementation and to address the operational matters raised by the community.

The draft Master Plan with its overarching framework creates the opportunity for an integrated

approach to town centre operations. Accordingly, it is recommended that in due course a single,

comprehensive Operational Plan of Management be prepared for the town centre public

domain. Such a plan would provide detailed guidance for the following:

• Public safety and accessibility;

• Wayfinding and interpretation;

• Service vehicle access and movement;

• Outdoor dining and private use of public areas;

• Waste management;

• Event management;

• Tree management; and

• Energy efficiency and sustainability.


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An Operational Plan of Management also provides an opportunity to investigate the use of new

or 'smart city' technologies to deliver improved outcomes for the community.

Obviously with a lack of financial capacity to undertake new works the focus on improving

operations within the Plaza will focus on low cost administrative actions.

5. Make minor amendment to the draft Master Plan for consistency with Ocean Grove Avenue upgrade

As noted earlier, upgrade of the OGA part of the Cronulla Mall is currently under construction to

coincide with frontage works required for the redevelopment of the adjoining former bank site.

This project delivers the draft Master Plan's proposal for OGA and in effect is the first stage of a

renewed Cronulla Mall also proposed in the draft Master Plan.

The design of the OGA upgrade follows the framework established in the draft Master Plan,

providing a new outdoor dining precinct with a palm grove theme. However, the pavers selected

for the OGA construction differ from the 'Honey Jasper' paver indicated in the draft Master Plan.

The chosen pavers (a ‘black’ Granite and Porphyry) match those used for the recent upgrade of

OGA/Gerrale Street) to the east and present an overall darker ground plane with the Porphyry

providing sandstone/beach-like colouring. Because of their darker tone, the selected pavers are

expected to perform better at concealing dirt and will provide a more cohesive appearance at

the interface of the mall and adjoining areas.

It is recommended that the draft Master Plan be amended to affirm the paver selection in OGA.

6. Make minor amendment to the draft Master Plan for guidance in tree selection

The draft Master Plan contains guidance for the selection of trees in the form of a selection

matrix (pages 61 - 63). Council's tree management staff have reviewed the draft Master Plan

and proposed a revised tree selection matrix (refer to Appendix A to this report) which reflects

more detailed consideration of place qualities, tree management and public safety.

It is recommended the tree selection matrix (pages 61-63 of the draft Master Plan) be revised in

accordance with the tree selection matrix attached to this report as Appendix A.

7. Further investigate the implications of strategic site development (as previously resolved by Council)

The draft Master Plan is supported by a report (the Strategic Sites Report) on the development

potential of three key sites within the town centre and their capacity to deliver benefits (such as

public car parking) to the community. Council was informed of this work through PLN009-18 and

resolved to further investigate the possible amenity impacts and planning implications of

achieving the outcomes identified in the report.


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Risk Management

Risk management associated with the implementation of the draft Master Plan is outlined in the table

below:

Risk Assessment Likeli-hood

Conse-quence Rating Control

Treated Risk

Rating

Investment/Planning Risk

Investment/Planning risk relates to the quality of the planning that has contributed to the proposal and

understanding community needs so the services to be delivered by the

project will meet needs or expectations.

Possible Major High

Ensure business case preparation is funded and programmed.

Allow adequate time to undertake

relevant investigations

Medium

Design Risk

Design risk relates to the level of complexity and maturity of the project

design.

Likely Major High

The draft Master Plan is a concept design and guide only. Further

development of design is needed to test costs.

High

Management/Operations Risk

Management risk relates to management ensuring that the

investment delivers the expected outcomes. Operations risk relates to the operational problems that may

occur if the project is not planned and managed correctly

Possible Moderate High

Operational Management involved in scoping and detail design. Ensure

preparation of an integrated Operational Plan of Management.

Medium

Reputation Risk

Reputation risk looks at issues relating to council’s reputation being affected if

the project is not completed or does not meet its targets or the expectation

of the community, including cost overrun, time over run, impractical

designs and to ensure the project is supported by the community.

Likely Moderate High

Ensure implementation of the draft Master Plan incorporates: community

engagement on long term future of former WRC site; traffic management plan; and parking improvement plan.

Appropriate governance model &

PCG implemented to oversee delivery of interrelated projects.

Medium

Construction Risk

The completion/construction risk relates to the risk that

the proposed project will not be completed in accordance with the specifications and

within the stipulated timeframe and/or budget.

Time

Likely Major

High

Large public domain improvement projects have a likelihood of

exceeding the components of time, cost and scope.

Project governance and PCG with the

setting of realistic timeframes can reduce the exposure risk on these

elements.

High

Cost High High


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In assessing such a risk, consideration will need to be

given to the potential external and financial

impacts of such outcomes. Scope High Medium

RESOURCING STRATEGY IMPLICATIONS Over the past four years Council has spent $292,000 in external expenditure on the project leading up

to and including the current draft Master Plan.

In addition to actual dollar expenditure, an estimate of key staff time over the past four years has been

made. The preliminary estimate suggests that between 2014 – 2017 approximately $170,000 in staff

hours were consumed in working on the projects. In addition to key staff, other staff, including some

senior staff, were engaged from time to time in the project meetings and presentations.

The adopted LTFP for Council does not provide financial capacity for the implementation of the works

schedule attached to the draft Master Plan. The adopted LTFP limits expenditure to minor renewals

such as replacing outdoor eating area umbrellas.

The draft Master Plan proposes a program of capital works totalling $28.5 million to improve the

Cronulla town centre public domain. It is intended that this program could be delivered in stages and

over a long (5-10 year) term subject to a revised Resourcing Strategy document

As indicated above except for the upgrade of the OGA part of Cronulla Plaza (which is currently under

construction), the capital works program identified in the draft Master Plan is not covered by Council’s

adopted Long Term Financial Plan (LTFP)

To be able to proceed with the draft Master Plan’s capital works program, Council would need to

revisit its LTFP, which is normally done as part of the preparation of the Operational Plan, and create

significant financial capacity for the capital works and associated whole of life assets costs over the

following ten years.

In order to be clear on capacity to deliver on community expectations it is recommended that no

further work be undertaken on capital work items associated with the draft LTFP until a revised LTFP,

as part of the Resourcing Strategy, creates the necessary financial capacity. As part of the revision of

the LTFP, Council would need to review a business case justifying the value of the expenditure to the

community

COMMUNITY ENGAGEMENT

The conduct and results of the public exhibition of the draft Master Plan are addressed in 'Discussion'

above.


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The Master Plan, once adopted, will be a significant document and must remain relevant in the future.

In order to maintain relevance the Master Plan should be periodically reviewed to adjust to changing

circumstances. It is considered that a review of the Master Plan in five years’ time with associated

community engagement is a reasonable means to assess the value of the Master Plan in the future.

STRATEGIC ALIGNMENT Community Strategic Plan and Delivery Program The draft Master Plan aligns with the Sutherland Shire Community Strategic Plan 2017 and is included

in Council's Delivery Program 2017 - 2021:

Community Strategic Plan Strategy

Delivery Program (2017-2021) Deliverables

Objective 6.3: Provide welcoming, safe and accessible places and spaces that encourage active lifestyles

6E: Develop and implement the Cronulla Public Domain Masterplan

At this stage the adoption of the draft Master Plan will be the limit of implementation for Financial year

2017/18.

Operational Plan 2017 - 2018

The draft Master Plan is included in Council's Operational Plan 2017 - 2018:

Action Measurement

6E.1: Finalise the Cronulla Master Plan

Master Plan presented to Council Recommendations incorporated into revised Delivery Program

The recommendation in this report will not change current delivery program actions.

POLICY AND LEGISLATIVE REQUIREMENTS There are no existing Council policies, guidelines or precedent decisions or any legislative

requirements directly relevant to Council making a determination on the recommendations of this

report.

As indicated above Council will need to comply with Office of Local Government Capital expenditure

Guidelines December 2010 for infrastructure projects arising from the draft Master Plan.

CONCLUSION

The draft Master Plan aims to enhance Cronulla's amenity and accessibility by establishing a

framework to guide Council's future development of the town centre’s public domain.

The draft Master Plan was placed on public exhibition for the period 1 to 30 September 2017. This

consultation has created awareness of the draft Master Plan across the broader community and

indicates that the draft Master Plan has received both support and objection from within the


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community. The support received affirms the strong support given to the draft Master Plan's ideas and

principles during the previous consultation in September 2016. The objections received appear for the

most part to be fuelled by opposition to the closure and removal of the former WRC.

Not surprisingly, the consultation confirms that the town centre’s traffic and parking problems are

significant issues for the community. In response, the draft Master Plan is supported by proposals to

improve traffic and parking. These proposals are best considered in the context of more strategic,

Shire-wide, traffic and parking initiatives which Council currently has underway.

The draft Master Plan contains concept proposals for capital works which are outside the current LTFP

and cannot proceed at this time. A direct consequence of the current LTFP is that the major renewal of

the 1988 Cronulla Plaza will be delayed indefinitely.

Notwithstanding the lack of financial capacity to carry out capital works the draft Master Plan remains

an important tool in shaping Cronulla’s future as a vibrant local centre and visitor destination; and is

presented to Council for its adoption. As indicated above the Master Plan should be reviewed in five

years’ time to determine ongoing relevance and modify as necessary.

RESPONSIBLE OFFICER

The officer responsible for the preparation of this Report is the Strategic Development Co-ordinator,

Mark Naylor, who can be contacted on 9710 0107.

File Number: 2016/238707


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ppen

dix

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INF021-18 SUTHERLAND LEISURE CENTRE - IMPACT OF THE NEW FOUR HOUR PARKING RESTRICTION

Attachments: Nil

EXECUTIVE SUMMARY

• Council resolved via STR011-18 on 17 July 2017 to install a 4 hour limit on the paved parking

area at Sutherland Leisure Centre (SLC).

• Council further resolved on 21 August 2017 via SER002-18 that a report be provided on the

impact the changes have made to the areas surrounding the SLC.

• The impacts have been minor and it is considered the changes should remain in place.

REPORT RECOMMENDATION

That the report on the impacts of the implementation of time limited parking in areas

surrounding the Sutherland Leisure Centre be received and noted.


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PURPOSE

To brief Council of the impact of new four (4) hour parking restrictions at the Sutherland Leisure

Centre (SLC) customer car park and surrounding areas.

BACKGROUND

Commuters were occupying SLC parking spaces intended for customers and this resulted in

customers parking in informal overflow parking areas with unmade surfaces. In response Council

resolved on 17 July 2017 via STR011-18 to install a four hour limit on the paved parking area at SLC.

As part of the change a communication plan was activated and this is reported under Community

Engagement.

The objectives behind the new parking restriction were to:

• Make the car park available to customers of SLC.

• Ensure safe parking facilities for families, parents with prams and elderly customers of the

SLC.

DISCUSSION

Since the parking restrictions have been implemented in October 2017, the following situation now

applies:

• Customers of the centre have sufficient car parking spaces during the morning and early

afternoon periods without the need to use the unsealed overflow car parking areas, south of

the centre.

• Observations during the peak parking demand, which generally occurs after 3.00 pm on

school days, have revealed only a handful of car spaces vacant in the main car park.

• Most SLC customers now have an easy and convenient all weather access to the entrance of

the centre.

• Only one complaint was received from employees.

• Only one complaint has been received from the public.

It should be noted that the restriction has only been in place for two and a half months and been

enforced for two months. Conditions will continue to be monitored, but in relation to achieving

objectives it is considered a success.

RESOURCING STRATEGY IMPLICATIONS This is primarily an operational management without any material budget impact and a matter not

specifically nominated in Delivery Program or 2017/18 Operational Plan. Funding for the regulatory

signage is provided under Traffic Facilities maintenance program which is largely funded by the RMS

Block Grant.


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COMMUNITY ENGAGEMENT

Two weeks prior to the introduction of the restrictions on 30 October 2017, a Communication Plan was

enacted to notify the public and customers of the new restrictions. These actions included:

• Both fixed signs and a Variable Message Sign provided advanced notice of the upcoming

restriction and the commencement date.

• Letters to all the sporting clubs that use SLC.

• Notices to employees and external instructors.

• Signs located in the foyer.

• Leader article.

• Social Media notices.

The sign posts for the regulatory signs were erected without the signs in the week prior to the

commencement, to act as an additional reminder.

A grace period of one week was provided before regulation was commenced.

STRATEGIC ALIGNMENT Community Strategic Plan Strategy Delivery Program (2017-2021) Deliverables

6.1.5 Plan for and enhance access to

equitable car parking

6J.1 Parking Patrol Program Implemented 6J.2 Driver Education Program to promote responsible parking. Sutherland Shire Parking Improvement and Management Plan (in progress).

6.3 Provide welcoming, safe and accessible

places and spaces that encourage active

lifestyles.

6H Implement the Sutherland Leisure Centre business plan.

POLICY AND LEGISLATIVE REQUIREMENTS

Parking Restrictions are approved by the Local Traffic Committee comprising Councillors, RMS, Police

and representatives of State and Federal members of Parliament and endorsed by Council. This

restriction was endorsed by Council on 17 July 2017.

CONCLUSION The aim of the new parking restriction has been successfully achieved with very little disruption to

commuters.

RESPONSIBLE OFFICER The officer responsible for the preparation of this Report is the Acting Traffic and Transport Manager,

Peter Warren, who can be contacted on 9710 0576.

File Number: 2017/263071

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