Agenda of Council - 26 March 2012

Council 26 March 2012

TABLE OF CONTENTS

ITEM SUBJECT PAGE NO

1 CONFIRMATION OF MINUTES - Council - 27 February 2012, Council (Development) - 12 March 2012

2 APOLOGIES

3 DECLARATIONS OF INTEREST

4 Petitions

5 Minutes of Lord Mayor

6 Public Forum

7 PETITIONS

8 Economy and Development

8.1 Creation of Proposed Easement for Electricity Purposes - Urimbirra Park, South Granville

8.2 NAIDOC WEEK 2012 Celebrations

8.3 Auto Alley and Parramatta City

8.4 1 Grose Street, Parramatta
Lot 1 DP 1117917( Arthur Phillip Ward)

8.5 4-6 Hammers Road, Northmead (LOT 8 DP 7339, LOT 9 DP 7339) (Arthur Philip Ward)

8.6 281 Church Street, Parramatta
(Lot 3 DP 610555)

8.7 12 Jamieson Street GRANVILLE NSW 2142 (Lot 2 DP 778262) (Elizabeth Macarthur Ward)

8.8 Shop 21, 162 Church Street, Parramatta
(Lot 1 DP 731780) (Arthur Phillip Ward)

8.9 Heritage Advisory Committee of February 2012

9 Environment and Infrastructure

9.1 Trial of Free Harris Park Bus Service

9.2 Parramatta Cycleway Advisory Committee and Cycle Route Maintenance Audit

10 Community and Neighbourhood

10.1 Review of Council's Advisory Committees

10.2 Access Advisory Committee Minutes 21 Feburary 2012

10.3 25th Aniversary of Riverside Theatres

11 Governance and Corporate

11.1 Catering Review

11.2 Public exhibition of Civic Office Expenses and Facilities Policy

11.3 Draft Amended Delivery Program 2010 -14. Draft Operational Plan 2012-13. Draft Fees and Charges 2012/13. Updated Long Term Financial Plan

11.4 Investments Report for January 2012

11.5 Local Government Managers Australia (LGMA) National Congress and Business Expo - Perth - 20-23 May 2012

12 Notices of Motion

12.1 Window Height Controls

13 Closed Session

13.1 Tender No. 1/2012 Victoria and Park Roads, Rydalmere, Neighbourhood Centre – Footpath Upgrade Around Shops - Works Include New Paving, Street Furniture, Trees and Drainage.

This report is confidential in accordance with section 10A (2) (d) of the Local Government act 1993 as the report contains commercial information of a confidential nature that would, if disclosed (i) prejudice the commercial position of the person who supplied it; or (ii) confer a commercial advantage on a competitor of the Council; or (iii) reveal a trade secret.

13.2 Tender No. 2/2012 Barry Wilde Bridge, Parramatta - Design and Installation of Fountain.

13.3 Tender 7/2012 - Additional Members of Council's Conduct Review Committee

13.4 Tender No. 31/2011 Waste Collection and Resource RecoveryServices

13.5 Lennox Bridge Carpark Site - Tender Evaluation Committee Report

14 DECISIONS FROM CLOSED SESSION

15 QUESTION TIME

Council 26 March 2012 Item 8.1

ECONOMY AND DEVELOPMENT

ITEM NUMBER 8.1

SUBJECT Creation of Proposed Easement for Electricity Purposes - Urimbirra Park, South Granville

REFERENCE F2005/00904 - D02272289

REPORT OF Manager - Strategic Asset and Property Management

PURPOSE:

The report recommends that Council grant an Easement for Electricity Purposes over part of Urimbirra Park situated on the corner of Churchill and Blaxcell Streets, South Granville

RECOMMENDATION

(a) That Council resolve to create an Easement for Electricity Purposes over part of Urimbirra Park situated on the corner of Churchill and Blaxcell Streets, South Granville (Lot A DP 36431) on the terms and conditions contained within the report.

(b) That the Lord Mayor and Chief Executive Officer be authorised to execute under seal, if required, all documents relating to the creation of the Easement for Electricity Purposes over part of Urimbirra Park situated on the corner of Churchill and Blaxcell Streets, South Granville.

BACKGROUND

1. By letter dated 10 November 2010, Integral Energy (now Endeavour Energy) requested approval for the creation of an Easement for Electricity Purposes on part of Urimbirra Park situated on the corner of Churchill and Blaxcell Streets, South Granville (Lot A DP 36431). See Locality Map at Attachment 1.

2. Integral Energy advised that the new substation was required to alleviate electricity supply problems being experienced by customers in this area.

3. Integral Energy also confirmed that compensation would be paid and that Council’s costs in this matter would be met by Integral Energy.

4. Urimbirra Park is zoned RE1 Public Recreation and W1 Natural Waterways under Parramatta Local Environmental Plan 2011 and is classified as Community land and is also subject to the Parks Plan of Management adopted by Council on 28 February 2005. In accordance with clauses 46(1)(a) and 46(1)(a1) of the Local Government Act 1993 and the Parks Plan of Management, Council may consent to the Easement for Electricity Purposes.

5. A plan showing the proposed Easement site is shown at Attachment 2 and an Elevation Plan is shown at Attachment 3.

6. A valuation was commissioned to assess the amount of compensation payable to Council.

7. The valuation assessed that the compensation payable to Council was $2,725.00 plus GST. See a copy of the valuation at Attachment 4.

ISSUES/OPTIONS/CONSEQUENCES

8. Integral Energy has the statutory powers to compulsorily acquire the proposed easement, however, these powers are utilised as a last option as Integral Energy prefers to acquire the easement by negotiation.

CONSULTATION & TIMING

9. The matter has been reviewed by the Open Space and Natural Resources Unit and is supported by them.

FINANCIAL IMPLICATION FOR COUNCIL

10. Council will receive a payment of compensation for granting the Easement for Electricity Purposes, if the matter proceeds.

Stephen Montgomery

Manager – Strategic Assets and Property Management

Attachments:

1 View	LGA Map with Urimbirra Park	1 Page
2 View	Locality Map	1 Page
3 View	Plan showing proposed Easement site	1 Page
4 View	Elevation Plan	1 Page
5	Valuation report	12 Pages

Council 26 March 2012 Item 8.2

ECONOMY AND DEVELOPMENT

ITEM NUMBER 8.2

SUBJECT NAIDOC WEEK 2012 Celebrations

REFERENCE F2011/01775 - D02277841

REPORT OF Service Manager.Major Events

PREVIOUS ITEMS 9.2 - NAIDOC 2011 Program - Council - 27 April 2011

PURPOSE:

The purpose of this report is to inform Council on the review of NAIDOC Week Celebrations and provide an update on planning for the Burramatta Family Day 2012 event.

RECOMMENDATION

(a) That the consultant’s report “Renewal of the National Aborigines and Islanders Day Observance Committee (NAIDOC) Celebrations and Events” be noted.

(b) That Council plan and deliver the Burramatta Family Day event on Sunday 8^th July 2012 at Prince Alfred Park.

(d) That, incremental suggested in the report “Renewal of the NAIDOC Celebrations and Events” including improved stallholder mix, a focus on food, children’s activities and guided tours be incorporated into the 2012 event.

(e) Further that, a report be provided to Council following a review of the impact of changes made to the 2012 ‘Burramatta Family Day’ event.

BACKGROUND

1. The overall objective of NAIDOC week is to celebrate Aboriginal and Torres Strait Islander cultures and provide opportunities to recognise the contributions of Indigenous Australians in various fields.

2. According to the 2006 Census data there are 1,201 Indigenous persons or 0.8% of the resident population in the Parramatta LGA.

3. Burramatta Family Day is the main NAIDOC celebration provided by Parramatta City Council. Burramatta Family Day has been celebrated for seven years and for the past three years has been held in Prince Alfred Park and before that in Parramatta Park. Prince Alfred Park is considered as a suitable location for an event of this scale. In 2011 approximately 2,200 persons attended the event.

4. NAIDOC Week celebrations also include a flag raising ceremony and various Library activities. More than 800 people attended Library Services NAIDOC Week events in 2011, including 330 for a boomerang painting workshop.

5. Following consideration of a report to Council on 27 April 2011, Council commissioned an external consultant to conduct a review of Parramatta’s NAIDOC Week celebrations.

6. The report “Renewal of the NAIDOC Celebrations and Events” (Attachment A) was commissioned by Council and conducted during 2011 by Kerrie Walshaw. This report provides guidance on how Council may improve audience experiences during NAIDOC Week celebrations.

7. The consultant presented a draft report to the ATSI Advisory Committee at its 27 September 2011 meeting and discussed its findings and recommendations with members.

ISSUES/OPTIONS/CONSEQUENCES

8. The theme for the 2012 NAIDOC Week was selected by the National NAIDOC Committee to celebrate the 40th anniversary of the Aboriginal Tent Embassy and acknowledge the key contributors to its long history.

9. The proposed date for the 2012 event in Parramatta - Sunday 8^th July, falls inside the nominated NAIDOC Week which is 1-8 July. In previous years the ATSI Advisory Committee has requested that the Parramatta event NOT be held on the same day as the Blacktown City Council event, so that performers and families can attend both events. The Blacktown event is scheduled for Saturday 7^th July and as a consequence the Parramatta event will be held the following day on Sunday 8^th July.

10. It is proposed that a suitably experienced Indigenous person be engaged on a temporary basis by Council to coordinate the event, liaise with local community, specialty suppliers and performers etc. The brief for the Indigenous event coordinator will be to:

a. organise a similar event in size and scale to the 2011 event

b. enhance the event with an improved stallholder mix (less welfare service providers and more food and craft stalls)

c. explore opportunities for more interactive children’s activities

d. improve the food offer – quality and health

e. investigate the possibility of guided walks to discover Parramatta’s Aboriginal history.

11. It is proposed that Council source indigenous food catering companies that provide healthy food options at the event. Food has been provided free in previous years; however this is not the typical practice at Council’s other Major Events.

Research (page 16 in the attached report) suggests that providing “free” food will not be sustainable and that people are willing to pay for food at this event. This change may meet with some resistance from the ATSI Advisory Committee as previously food has been purchased from the event budget and provided free to people attending the event.

12. In 2011 the event coordinator liaised with a NAIDOC Committee (a sub committee of the ATSI Advisory Committee). This caused communication challenges so it is proposed that planning for the 2012 event be conducted directly with the ATSI Advisory Committee. This has been effective in previous years.

13. The Major Events and Community Capacity Building teams will assess the impact of the proposed changes to the 2012 event through on site surveys and a review with the ATSI Advisory Committee. The objective will be to test whether the changes made– improved stallholder mix, a focus on food, children’s activities and guided tours – improve the experience for visitors to the event.

A report will be prepared to enable Council to consider the direction for the NAIDOC week events in 2013 and 2014.

14. The report ‘Renewal of the NAIDOC Celebrations and Events’ recommends that consideration is given to the creation of a major NAIDOC event based in Parramatta in 2013 and 2014. Four options are proposed (page 17 in the report) including celebrating the 200^th anniversary of the 1814 meeting of Governor Macquarie with local tribes at the Market Place on Church Street, and recreation and interpretation of the meeting of the tribes which is said to pre-date the Governor Macquarie meeting.

These directions would require significant additional funding, to be discussed in the report to Council in late 2012.

CONSULTATION & TIMING

15. Consultation with key stakeholders regarding the future NAIDOC week events was both broad and in-depth. It included:

a. Direct engagement with the ATSI Advisory Committee

b. Engagement with the NAIDOC Planning Committee (a sub-committee of ATSI Committee)

c. A survey at the 2011 Burramatta Family Day (163 respondents)

d. The “Yarn Tent” at the 2011 Burramatta Family Day event in which 25 people took part in facilitated discussions about NAIDOC Week Celebrations

e. Online Survey: This included invitations to members of the NSW Aboriginal Land Council and the Parramatta Koori Interagency. The survey was completed by 214 persons

f. Internally through a report to Council considered at its meeting of 27 April 2011, at the Councillor Workshop regarding Major Events on 10 August 2011 and consultation between the Community Capacity Building and Major Events teams.

16. Key outcomes of this consultation process are:

a. There is a strong community interest in bush foods

b. There is a strong community interest in guided tours

c. More interactive children’s activities would improve the event

d. Re-focus the mix to stalls showcasing Aboriginal initiatives, bush tucker, training and employment opportunities.

FINANCIAL IMPLICATION FOR COUNCIL

17. The Burramatta Family Day event in 2012 will be delivered within the approved 2012 budget of $43,000 in line with expenditure in 2011. Additional activities scoped in this Report may incur additional costs of approximately $8,000 - $10,000 which is able to be absorbed within the Major Events budget by minor anticipated savings across other events.

Kevin Brennan

Service Manager Major Events

Attachments:

1 View

Renewal of the NAIDOC Celebrations and Events, September 2011

25 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 8.3

ECONOMY AND DEVELOPMENT

ITEM NUMBER 8.3

SUBJECT Auto Alley and Parramatta City

REFERENCE F2011/02749 - D02279448

REPORT OF Senior Project Officer- Urban Design

PURPOSE:

To outline the importance of retaining a high percentage of employment lands in Auto Alley, located south of the Parramatta CBD.

To seek Council’s endorsement of a Vision and draft structure plan for Auto Alley for the purposes of public consultation.

RECOMMENDATION

(a) That council endorses the following Vision for Auto Alley for Public Consultation.

The vision for Auto Alley is to be a distinctive southern gateway for the Parramatta CBD. It will become a major employment area with improved transport connections and a high quality public domain including a linked network of new public spaces that will mitigate potential flooding and revitalise the area.

(b) That Council endorses one of the Options provided in this report for purposes of consultation with land owners and stakeholders.

SUMMARY OF REPORT

1. At the Auto Alley Councillor Workshops, (held 20^th February and 13^th March) there was a general feeling that Auto Alley is an important area for commercial development in the city, especially into the future.

2. At the 2^nd workshop, 13^th March, there was agreement that a commercial only Option was preferable. This would suggest that Option 1A or 1B should be selected for public consultation. It was also suggested that landowners and stakeholders should be encouraged through the consultation process to advise whether additional heights and FSR to those already described in the Options would further facilitate commercial development.

3. This report outlines recent work that has been undertaken by City Strategy regarding future development of the Auto Alley Precinct south of the Great Western Highway.

4. Extensive analysis work has been undertaken as required by the Parramatta City Centre Vision 2007 and also to provide sufficient understanding for Council to appropriately and comprehensively address a recently received Planning Proposal for land at, one of the largest landholdings in the area, Heartland Holden. This Planning Proposal proposes quadrupling of current FSR from 2:1 to 8:1 and increased heights from 12m to 120m and a predominantly residential development on land that is currently zoned for Business Development (which explicitly prohibits residential). The analysis work has led to the development of a proposed Vision and Design Options for Auto Alley.

5. Only 24% (less than a quarter) of the City Centre is zoned exclusively for commercial, (office and retail) uses. The capacity to provide a sizable sector of jobs and services is key to Parramatta’s ability to realise its vision as being a successful CBD for Western Sydney. Auto Alley currently contains a third of the land that is exclusively zoned for commercial (office and retail uses) in Parramatta City.

Four potential Options were developed for the future of Auto Alley. (1A, 1B, 2A and 2B). All four options shared the following;

· A Proposed Public Domain Structure Plan. Including new streets and parks. This will help to mitigate flooding and improve amenity, walkability and connectivity and provide more street frontage for the lots and buildings.

· Continuation of a predominantly commercial use for the entire area. The form anticipated includes new large floor plate buildings to support continuation of automotive sales and services and other complimentary businesses. This can provide employment without competing with the commercial towers envisaged for the central CBD.

6. In summary, the different options are as follows (further detail is included in the body of the report):

- Option 1A is a low change option – the zoning remains unchanged and residential is still prohibited. This option retains the existing FSR across the area and proposes some height increases. The amended heights provide for a greater range of commercial buildings, and the jobs potential remains similar to the current potential.

- Option 1B is a moderate change model. This option retains the commercial zoning and still prohibits residential development. It does increase FSR, allows taller buildings and a higher potential jobs yield.

- Option 2A is a medium change proposal. It retains commercial zoning along Church Street, retains the existing FSR across the area and proposes some height increases. This option allows some residential development to the west within a proposed mixed use zone (adjacent to the existing residential). It would result in a potential increase in jobs and residents.

- Option 2B is a significant change option. It retains a commercial zone (on both sides of Church Street) and proposes a mixed use zoning which would allow some residential to the west of the area. It increases to the FSR and heights, with taller buildings and a larger potential increase of jobs and residential dwellings.

- Options 1A and 1B are shown in Attachment 3. Options 2A and 2B are shown in Attachment 4.

BACKGROUND

7. Auto Alley contains one third of the commercially zoned land in the Parramatta CBD and so is essential to the City’s ability to meet the Metropolitan Strategy job target of 27,000 new jobs by 2036. Currently there are 1,701 people employed in Auto Alley and if fully developed the current planning controls allow for buildings that could provide between 5,000 and 7,000 new jobs. If the height and FSR controls were raised and the general amenity improved there is potential for 9,000 new jobs in Auto Alley. Should Auto Alley’s capacity to provide capacity for jobs be reduced it is unlikely that Parramatta will be able to reach the employment targets in the Metro Strategy. Attachment 5, Auto Alley and Regional Context shows the Auto Alley site.

8. Auto Alley is 13.2Ha, (one twelfth of the city land area, excluding Parramatta Park) and located south of the Parramatta Interchange along Church Street. It is characterised by its very large sites, in single ownership and a dominance of the car sale businesses. Auto Alley is surrounded by predominantly residential uses with some government and business uses in the commercial core area to the north east. Attachment 6 shows current site ownership and lot sizes in Auto Alley.

9. This part of Church Street is 6 lanes and connects to Parramatta Road, the M4 Motorway and the Great Western Highway with a high volume of traffic. The combination of high traffic volumes, with the absence of retail, other than car dealerships, the run down public domain, lack of shade and shelter and relatively low density of surrounding residential means that pedestrian volumes are low and it is not currently a highly sought after destination.

THE AUTO ALLEY URBAN DESIGN STUDY DEC2012

10. The Urban Design Unit, in consultation with Land Use Planning and other City Strategy Units has recently prepared an Urban Design Analysis and potential Options for Land Uses, Built Form and the Public Domain for Auto Alley. This work was undertaken; as required by Action 17 in the Parramatta City Centre Vision 2007, which requires Council to undertake further detailed urban design assessments for the future development of Auto Alley; and to assist in responding to a forthcoming Planning Proposal for the Heartland Holden Site. The Heartland Holden Site is a pivotal site in Auto Alley due to its size, corner location and close proximity to the rest of the city.

11. This work has coincided with recent interest in the area by the Sydney Metropolitan Development Authority, (SMDA) who engaged the Architects Cox Richardson to assist with analysis and preparation of options. Officers from Holroyd Council also contributed in part to the project as the southern part of Auto Alley adjoins the Holroyd Local Government Area.

12. The Auto Alley Urban Design Study, Attachment 7 was an extensive review. The Key findings are summarised following;

LAND USE FINDINGS IN RELATION TO CITY CONTEXT

13. Auto Alley plays a key role in Parramatta’s image being strategically located as a Southern Gateway and along Church Street, the longest north-south street in the city.

14. There are 3 main zonings in the Parramatta CBD. B3 Commercial Core Zone and B5 Business Development Zone are the zones which promote employment by explicitly prohibiting residential uses. The B4 Mixed Use Zone allows residential uses. Only 24% (less than a quarter) of the city is currently zoned exclusively for commercial uses; these are the B3 and B5 zones. Auto Alley is currently zoned B5 and comprises a third of the city’s total commercial area.

15. New dwellings are not required in Parramatta City to meet its Metropolitan Target for 2036. There is more than enough residentially zoned land outside the city centre to meet the target. The B4 Mixed Use Zone comprises 76% (more than ¾) of the city’s land area and currently the market favours residential developments in this zoning. Once apartments are built on a city site, it is unlikely that the site would be able to be converted to offices due to strata titling of a high quantity of units.

16. Parramatta CBD has a vision of being a major business centre within Sydney and a high proportion of apartments along Auto Alley, along the main southern entrance street, could make the precinct less appealing as a location for commercial uses. The long term view for Auto Alley, supported by the Department of Planning and Infrastructure and Council Officers, has been to retain the existing employment lands to support Parramatta as Western Sydney’s CBD. Under current trends, by 2050 Western Sydney will have a larger population than eastern Sydney, but proportionally less jobs.

17. The high volume of traffic in Church Street in Auto Alley is unsuitable for residences from an amenity (noise and views) perspective.

18. The sites in Auto Alley are some of the largest in Parramatta City and lend themselves to large footprints required for big office buildings. These sites are currently zoned for commercial uses only. The existing Zoning, Heights and FSR are working well in protecting future land for employment growth. The existing allowable zoning and heights are shown in Attachment 3 and Attachment 4 respectively.

URBAN DESIGN ANALYSIS FINDINGS

19. A portion of the land is subject to the 1:100 Year Flood around the Clay Cliff Creek Corridor and is located in the High Hydraulic Hazard Area. There is high air pollution, and few street trees resulting in a hot, barren environment along the main thoroughfares.

20. Nearly half of Auto Alley is within 5 minutes walking distance from Parramatta Station (the 4^th busiest station on weekdays in Sydney’s network) and Harris Park Station (the 131^st busiest station in Sydney’s network). This coupled with the close proximity to major roads means the area has high regional connectivity.

21. There is an existing well defined street grid that could be improved with new connections running north-south on the western side and east-west on the eastern side.

22. The predominance of open air car yards and large lots results in weak built form definition of the public domain and an indistinct character.

23. The area has extremely large consolidated sites with over 2/3 of Auto Alley being sites that are greater than 2,500 sqm. The largest land holding, in single ownership, of several sites is greater than 1.4Ha (half of Civic Place).

24. Significant public domain improvements are required coupled with increased density of buildings and a greater range of commercial uses to activate the area. A public domain plan comprising of strategically located new landscaping, parks, new local streets and lanes and improved setbacks and street tree planting along Church Street would help to mitigate the flood issues as well as rejuvenate the area and improve pedestrian access and street vitality.

A Draft VISION FOR AUTO ALLEY

25. The following Vision has been prepared based on the findings of the Urban Design Analysis

a. The vision for Auto Alley is to be a distinctive southern gateway for the Parramatta CBD. It will become a major employment area with improved transport connections and a high quality public domain including a linked network of new public spaces that will mitigate potential flooding and revitalise the area.

NEW OPTIONS FOR AUTO ALLEY

26. Four potential design options for the built form and public domain have been prepared for Auto Alley. These preliminary options are all subject to further design resolution and testing. The key aspects that need to be determined are; the future purpose of Auto Alley; the land use zonings; the maximum FSR and heights. These key aspects will have significant impact on the degree of certainty with which land owners can manage their sites and the built form outcomes for Auto Alley.

27. All the options took a revitalised public domain structure as the starting point as it was perceived that a coordinated area approach would be necessary to simultaneously resolve flooding issues, improve the ambience and ensure that this southern part of the city creates a suitable entrance for Parramatta City. The Four Options 1A, 1B, 2A and 2B share the following attributes;

· A Public Domain Structure Plan (including streets and parks) to mitigate flooding and create a revitalised ambience, improve walkability and connectivity and provide more street frontage for the lots and buildings.

· Retention of predominantly commercial uses for the entire area.

· New large floor plate commercial buildings that support retention of automotive sales and services and other complimentary businesses that can provide employment without competing with the commercial towers in the central CBD.

- Option 1A THE LOW CHANGE OPTION

This option proposes the least amount of change. The Gross Floor Area is nearly the same as the current yield, thus the same number of jobs is provided for plus the area is improved and the heights provide for a greater range of commercial buildings.

- The area would be reinvigorated with public domain improvements including new streets and parks and setbacks to Church Street. The Land Uses remain commercial B3 and/or B5. The FSR’s are retained at 2:1 generally and 4:1 in the north east section adjacent to Jubilee Park. The heights are increased somewhat to create a street wall 4 to 6 stories (18m to 28m) along Church Street and a predominantly maximum 6 storey (28m) built form throughout with a 20 storey (80M) maximum height adjacent to Jubilee Park and a 10 storey max. height addressing the new park in Church Street.

- Option 1B A MEDIUM CHANGE COMMERCIAL ONLY OPTION

This option provides for medium change with taller buildings and a higher potential jobs yield. The Gross Floor Area and potential jobs provided are increased by 180%.

The area would be reinvigorated with public domain improvements including new streets and parks and setbacks to Church Street. The Land Uses remain commercial; B3 and/or B5. The FSR’s are increased; existing 2:1 becomes 4:1 and existing 4:1 becomes 6:1. The heights are further increased to create a street wall 8 to 10 stories (34m to 40m) along Church Street and a predominantly maximum 10 storey (40m) built form throughout with a 30 storey (120m) maximum height adjacent to Jubilee Park and 20 storey (80m) max height addressing the new park in Church Street.

- Option 2A A MEDIUM CHANGE COMMERCIAL and MIXED USE OPTION INCORPORATING SOME RESIDENTIAL USES

This option proposes medium change. The GFA remains nearly the same as currently. However it is split into commercial and mixed-use so the potential jobs would be reduced and there would be potentially 538 new dwellings.

The area would be reinvigorated with public domain improvements including new streets and parks and setbacks to Church Street. The Land Uses are a mix of commercial; B3 and/or B5 with some Mixed-Use to the west of the new street parallel to Church Street. The FSR’s are retained as per existing 2:1 and 4:1. The heights are increased somewhat to create a street wall 4 to 6 stories (18m to 28m) along Church Street and a predominantly maximum 6 storey (28m) built form throughout with a 20 storey (80M) maximum height adjacent to Jubilee Park and 10 (36m) and 15 (54m) storey max height nearby the new park in Church Street.

- Option 2B A HIGH CHANGE COMMERCIAL and MIXED USE OPTION INCORPORATING SOME RESIDENTIAL USES

This option proposes the greatest change with taller buildings and a higher potential jobs yield plus some new residential uses. The GFA and potential jobs provided are increased by 180%. In addition to this there would be potentially 1.054 new dwellings.

The area would be reinvigorated with public domain improvements including new streets and parks and setbacks to Church Street. The Land Uses are a mix of commercial; B3 and/or B5 with some Mixed-Use to the west of the new street parallel to Church Street. The FSR’s are increased. Existing 2:1 becomes 4:1 and existing 4:1 becomes 6:1. The heights are further increased to create a street wall 8 to 10 stories (34m to 40m) along Church Street and a predominantly maximum 10 storey (40m) built form throughout with a 30 storey (120m) maximum height adjacent to Jubilee Park and 30 (100m) max height nearby the new park in Church Street.

PREFERRED OPTION

28. Option 2B is the preferred Option. This option provides for a balanced approach. It would provide sufficient commercial land to ensure the job targets are achieved for the city centre whilst providing for some high density residential uses to create a vibrant and amenable precinct and to act as leverage for commercial development. The main benefits of this Option are described following;

29. The public domain structure plan (Including streets and parks) will help to mitigate flooding and create a revitalised ambience, improve walkability and connectivity and provide more street frontage for the lots and buildings.

30. The retention of the majority of the Auto Alley for employment uses whilst allowing some new residences to be built along the western edge of the area abutting the surrounding residential.

31. The increased FSR will help landowners offset the costs of proving site area as new parks and streets and also allows for some tower developments toward the north, adjacent to existing tall apartment buildings.

32. The large commercial sites/buildings will be retained to both sides of Church Street thus preserving a commercial/CBD appearance for Parramatta’s southern gateway street. These large floor plate buildings up to 10 storeys provide for continuation of the automotive sales and services that are characteristic of the area as well as encouraging a variety of office and industry buildings that will extend the city’s commercial capacity.

PROCESS- THE NEXT STEPS

33. Council’s Land Use team is currently undertaking a review to the City Centre LEP and DCP with the Parramatta LEP and DCP 2011. It would be expedient to resolve future steps for Auto Alley and any resulting changes to the planning documents for incorporation with this and amalgamation. For this occur the following steps are suggested

· Council endorse the Auto Alley Vision and Option 2B

· Landowners and key stakeholders be invited to comment on Option 2B.

· A report is put to Council following community consultation mid year.

· The design is refined responding to comments and planning controls determined including DCP controls and a Public Domain Structure Plan for incorporation into the City Centre LEP and DCP amalgamation process with Parramatta LEP and DCP 2011.

CONSULTATION

34. The Auto Alley Urban Design Study and Vision and Urban Design Options have been developed in consultation with the City Strategy Unit including; Land Use Planning, Transport Planning, Environmental Outcomes, Social Outcomes and the Property Development Group and members of Holroyd Strategic Planning Team.

35. The Sydney Metropolitan Development Authority, (SMDA) and their consultants Cox Richardson have reviewed the Auto Alley Urban Design Study and provided input into the Urban Design Options. The findings of the Urban Design Analysis and the Urban Design Options have been presented to the Auto Alley Reference Group and the Auto Alley Board both convened by the SMDA.

CONCLUSION

36. The capacity to provide a sizable sector of jobs and services is key to Parramatta’s ability to realise its vision as being a successful CBD for Western Sydney.

37. As one third of the exclusively commercial zoned area of Parramatta City, Auto Alley is instrumental in retaining and expanding Parramatta’s jobs and services sector.

38. Whilst there are currently some under developed commercial sites in Parramatta’s commercial core, once these are developed, Auto Alley represents the sole area of commercial expansion available to the city within close proximity to the transport interchange.

39. It is recommended that, the Auto Alley Vision and the Auto Alley Option 2B would provide for a balanced approach including sufficient commercial land to ensure the job targets are achieved for the city centre whilst providing for some high density residential uses to create a vibrant and amenable precinct and to act as leverage for commercial development.

Kati Westlake

Senior Project Officer

Urban Design

Attachments:

1 View	Current Zoning in auto Alley-close up and showing City context	4 Pages
2 View	Current Heights in Auto Alley- close up and showing City context	4 Pages
3 View	Auto Alley Options 1A and 1B	4 Pages
4 View	Auto Alley Option 2A and Preferred Option 2B	10 Pages
5 View	Auto Alley the Regional Context	4 Pages
6 View	Auto Alley Site Ownership and Lot Sizes	4 Pages
7 View	Auto Alley Urban Design Study Dec 2011 (Has previously been circulated to all Councillors. If you would like a copy please contact Kati Westlake on 98065760 )	0 Pages
8 View	Auto Alley Option 2A - Shadow diagram	7 Pages
9 View	Auto Alley Options 2B - Shadow diagrams	7 Pages
10 View	Auto Alley Public Domain Dedications	2 Pages
11 View	Auto Alley Option 2B - Recommended Option	2 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 8.5

ECONOMY AND DEVELOPMENT

ITEM NUMBER 8.5

SUBJECT 4-6 Hammers Road, Northmead (LOT 8 DP 7339, LOT 9 DP 7339) (Arthur Philip Ward)

DESCRIPTION Consolidation of two allotments and resubdivision into 3 Torrens title allotments.

REFERENCE DA/21/2012 - Lodged 11 January 2012

APPLICANT/S JS Architects Pty Ltd

OWNERS Ms G M Chong and Ms K L Emerson and Ms J Y T Lee

REPORT OF Manager Development Services

DATE OF REPORT

1 March 2012

REASON FOR REFERRAL TO COUNCIL

The proposal is referred to Council for consideration as 8 submissions objecting to the application have been received.

EXECUTIVE SUMMARY

The proposed development seeks approval for consolidation of two allotments (Lot 8 DP 7339 and Lot 9 DP 7339) and re subdivision into 3 Torrens title allotments.

The subject site is zoned R2 Low Density Residential under Parramatta Local Environmental Plan 2011. The consolidation of 2 lots and the proposed subdivision is permissible development with Council consent.

Proposed Lot 8 will have a frontage of 21.64m to Hammers Road and an area of 928.45m².

Proposed Lot 9 will have a frontage of 14.645m to Hammers Road and an area of 725m².

Proposed Lot 9A will have a frontage of 7m to Hammers Road and an area of 2963.55m².

Lot 8 DP 7339 and Lot 9 DP 7339 are listed as Heritage Items of Local Significance under Parramatta LEP 2011. The application was reviewed by Council’s Heritage Advisor who has raised no objection to the proposed development. The proposed subdivision is not considered to have a negative impact on the historical value of the heritage items.

The application was notified in accordance with Council’s Notification Policy, eight objections were received. The objections primarily relate to matters raised in objections to DA/714/2009 which approved consolidation of 2 allotments, re-subdivision into 3 lots, tree removal and construction of a seniors living housing development to accommodate 11 villas on proposed Lot B.

The subdivision proposed in this current application differs from the subdivision approved in DA/714/2009 in that the eastern side boundary of proposed Lot 8 is reduced and the area of proposed Lot 9A has increased.

The issues raised in the submissions are addressed in the Section 79C Assessment Report (Attachment 1) and do not warrant refusal of the application.

It is noted that one Objector wrote to Council on 7 March 2012 requesting to withdraw their submission. The total number of submissions has therefore reduced from 8 to 7 submissions. It is considered that the application be referred to Council for consideration as the report was written and the application was listed on the meeting agenda at the time the submission was withdrawn.

The proposed development complies with the requirements of Parramatta Local Environmental Plan 2011 and Parramatta Development Control Plan 2011.

After consideration of the development against the relevant statutory and policy provisions, the proposal is considered to be suitable for the site and is in the public interest. Therefore, it is recommended that the application be approved.

RECOMMENDATION

(a) That Council as the consent authority grant development consent to Development Application No. DA/21/2012 for consolidation of 2 allotments and resubdivision into 3 Torrens title allotments at 4 - 6 Hammers Road, NORTHMEAD NSW 2152 for a period of five (5) years for physical commencement to occur from the date on the Notice of Determination subject to the conditions contained in Attachment 1.

(b) Further that, persons who made a submission be advised of Council’s decision.

Attachments:

1 View	Section 79C report	27 Pages
2 View	Locality Map	1 Page
3 View	Plans	3 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 8.6

ECONOMY AND DEVELOPMENT

ITEM NUMBER 8.6

SUBJECT 281 Church Street, Parramatta
(Lot 3 DP 610555)

DESCRIPTION Fitout and use of the ground floor tenancy as a restaurant and new signage works.

REFERENCE DA/68/2012 - 6 February 2012

APPLICANT/S McCredie Group

OWNERS Dr M F Lai and Mrs G J Lai

REPORT OF Manager Development Services

DATE OF REPORT 5 March 2012

REASON FOR REFERRAL TO COUNCIL

The application has been referred to Council as the subject premises is a heritage item listed under Schedule 5 of the PCC LEP 2007.

EXECUTIVE SUMMARY

The application seeks approval for the fitout and use of the ground floor tenancy as a restaurant and new signage works. Details of the proposal are as follows:

· Fitout and occupation of the ground floor tenancy for the purposes of a restaurant. Fitout works include repainting of the existing awning, new rust-coloured finishes to the external tiling, red and green repainting to the doors, frames and trims, relocation of the kitchen opening and addition of a ramped entry and new windows on Philip Street.

· Hours of operation: 9am to 12 midnight, 7 days a week.

· 6 employees to undertake the responsibilities of the restaurant.

· General waste to be managed by a private contractor.

· Indoor seating consisting of 23 seats and outdoor dining comprising of 32 external seating and 10 tables. The outdoor dining area also proposes 9 planter boxes.

· New signage comprises of:

- graphics applied to awning surface

- one internally illuminated ‘Mad Mex’ logo (2.54m x 735mm) on shopfront wall facing Philip Street

- one internally illuminated ‘Mad Mex’ logo (1.3m x 375mm) above main entrance on the corner of Philip Street and Church Street.

The proposal has been reviewed by Council’s Health Officer and Outdoor Dining Officer who raised no objections to the proposal subject to conditions of consent. The proposal was also reviewed by Council’s Heritage Adviser and advised the following:

“It is recommended to confirm whether the existing approved seating along Phillip Street is compliant with the BCA regulation. My concern is that the seating may need to be separated from the regulation line in order to facilitate path for visually impaired. Should any major or notable changes to proposed seating arrangement be required, I would appreciate an opportunity to provide further comments.

In addition to this, it is proposed to organise a disabled access from the Phillip Street side, about 4m away from main entrance. While the current form of the proposal is not considered to be an issue, it is unclear whether in this situation disabled access will need to be provided via the main entrance. Once again, if major or notable changes to the proposal are required, I would appreciate an opportunity to provide further comments.

In response, Council’s Building Surveyor advised that the minimum pedestrian circulation to accommodate disabled access is 1.5 metres in accordance with the relevant standards of the BCA. Whilst the pedestrian circulation on Church Street complies at 3.1 metres, the pedestrian circulation along Philip Street does not at 1.1 metres. Accordingly, to ensure adequate pedestrian circulation is maintained on Philip Street a condition will be incorporated in the consent requiring amended plans to be submitted to the Certifying Authority indicating a minimum of 1.5 metre pedestrian circulation width is maintained at all times which is the minimum requirements for equal access under the BCA. In addition, a condition will be incorporated in the consent requiring the removal of the planter boxes which would ensure that the outdoor dining comply with the requirements of the policy.

It is noted that Council’s Building Surveyor did not raise any objections to the location of the disabled access entry on Philip Street on the basis that adequate pedestrian circulation is provided in accordance with the relevant BCA standards which is to be enforced via a condition of consent.

No submissions were received in response to the application.

The proposal is generally consistent with the objectives and development controls of the Parramatta City Centre Local Environmental Plan 2007 and Parramatta City Centre Development Control Plan 2007 and there will be no likely unacceptable impacts on adjoining properties.

Accordingly, approval of the application is recommended.

RECOMMENDATION

That Council as the consent authority grant development consent to DA/68/2012 for the fitout and use of tenancy as a restaurant and new signage works at 281 Church Street, Parramatta for a period of five (5) years from the date on the Notice of Determination subject to the conditions attached to the Section 79C Report (Attachment 1).

Denise Fernandez

Senior Development Assessment Officer

Attachments:

1 View	Section 79C Report	27 Pages
2 View	Location Plan	1 Page
3 View	Plans and Elevations	5 Pages
4	Confidential Plans	2 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 8.8

ECONOMY AND DEVELOPMENT

ITEM NUMBER 8.8

SUBJECT Shop 21, 162 Church Street, Parramatta
(Lot 1 DP 731780) (Arthur Phillip Ward)

DESCRIPTION Occupation of existing premises as a cafe with external seating, fitout, awning, artwork and signage.

REFERENCE DA/866/2011 - Submitted 5 December 2011

APPLICANT/S Aysha Holdings Pty Ltd

OWNERS Parramatta City Council

REPORT OF Manager Development Services

DATE OF REPORT

13 March 2011

REASON FOR REFERRAL TO COUNCIL

The application relates to land in which Council owns and an independent planning consultant has assessed the application.

EXECUTIVE SUMMARY

Approval is sought for the fitout and occupation of an existing premises as a café, with external and internal seating, an awning and signage. The proposal also seeks to provide a painted mural on the side wall and roller shutter of the premises adjacent to the proposed external seating area in the lane adjoining the café.

The site is zoned B4 Mixed Use under Parramatta City Centre Local Environmental Plan 2007 (LEP 2007) and the use of the premises as a food and drink premises is permissible with consent, not being a nominated prohibited use in the zone. The use is considered to be consistent with the objectives of the Mixed Use zone, as it is an appropriate and compatible land use, is located in an accessible location for public transport users and will provide for the daily use of residents, workers and visitors to the area.

The proposed use is consistent with the pedestrian amenity requirements of Parramatta City Centre Plan Development Control Plan, with the provision of seating in the side lane resulting in the activation of the area. The proposal is inconsistent with the requirement that roller shutters not be used as security devices as a roller shutter is proposed on the proposed side servery window. However, the application includes an arts component which seeks to provide a mural on the side wall and on the roller shutter, further enhancing the character of the area and as such the use of a roller shutter in this instance is acceptable.

No submissions were received during the notification period.

Accordingly, the application is recommended for approval.

RECOMMENDATION

(a) That Council as the consent authority, grant development consent to Development Application No. DA/866/2011 for occupation of Shop 21, 162 Church Street, Parramatta as a café, associated external seating, lighting, awning, art work and signage, subject to the recommended conditions.

(b) That an additional $200 neighbour notification fee be paid to Council prior to the issue of any consent for the development.

Kerry Gordon

Consultant Town Planner

Kerry Gordon Planning Services Pty Ltd

Attachments:

1 View	Section 79C Report	20 Pages
2 View	Locality Map	1 Page
3 View	Plans	1 Page
4 View	Photographs	1 Page
5 View	Artwork Page 1	1 Page
6 View	Artwork Page 2	1 Page

REFERENCE MATERIAL

Council 26 March 2012 Item 9.1

ENVIRONMENT AND INFRASTRUCTURE

ITEM NUMBER 9.1

SUBJECT Trial of Free Harris Park Bus Service

REFERENCE F2011/02489 - D02289349

REPORT OF Business Manager. City Services Group

PURPOSE:

Council has completed a trial of a free lunch-time bus service between Harris Park and Parramatta CBD. This report outlines this project, reviews the service results and options for the future. It is recommended that the service concludes on 5^th April 2012.

RECOMMENDATION

(a) That Council discontinues the trial of the Harris Park Hop service;

(b) That Council makes further representation to the State Government seeking an enhancement of the off-peak public transport services between Harris Park and Parramatta CBD.

BACKGROUND

1. When adopting the 2011/12 Operating Plan on 23 May 2011, Council resolved to allocate $25,000 for the trial of a free, lunchtime shuttle bus service between Harris Park and the Parramatta CBD.

2. The free shuttle bus service aims to improve accessibility by reducing walking times and providing an alternative to car travel. In particular, this lunchtime service specifically targets CBD workers to increase access to Harris Park’s many local eateries.

3. Following consultation on route options with various stakeholders including the proposed service operator, a circular, clockwise route was selected. This route enables patrons to access both Harris Park Station and the Parramatta Transport Interchange as well as the commercial district on the east side of the CBD (see Attachment 1).

4. The service times were established as Monday to Friday, 11.30am to 3.00pm which enables approximately fourteen full circuits daily and a service frequency of approximately 15 minutes.

5. The service operations have been arranged as a variation to Council’s existing contract with Veolia Transport Ltd for operation of the Parramatta Shuttle Bus service. Six dedicated bus stops were selected and the necessary infrastructure installed including branded plinths.

6. A variety of marketing activities were undertaken to launch the service including the design of promotional materials once the brand name, “Harris Park Hop”, was selected. Marketing activities leading up to and during the trial period have included:

§ Branding on the sides of bus and bus stops

§ “Footprint” advertising directing pedestrians to the bus stops

§ Flyers printed and distributed around Parramatta CBD and through Harris Park businesses

§ Lunchtime specials negotiated with local businesses and advertised on the Harris Park Hop website, newspapers and on the bus

§ Other promotional merchandise including balloons and shirts produced for staff promoting service

§ Launch event held in Harris Park with ribbon cutting etc

§ Paid advertising in the Parramatta Advertiser on several occasions

§ Featured in Lord Mayor’s column in newspaper

§ Articles in Council’s e-newsletter, Parramatta Life and Leisure, which is emailed to approximately 4,000 Parramatta workers

§ Media stories covered in both local newspapers with associated editorial comments

§ Featured prominently on Council’s website and Discover Parramatta website

§ Featured prominently on Council’s social media – Twitter and Facebook – for both PCC and Discover Parramatta

§ Cross-promotion in the lead-up to Parramasla.

7. The Harris Park Hop free bus shuttle service commenced on Monday 29th August 2011.

8. Upon review of the service, Council resolved on 12 December 2011:

a. That Council continue the free Harris Park Hop Service for a further 3 months in conjunction with a marketing plan with the Harris Park business community.

b. That Council makes representation to the State Government seeking an enhancement of the off-peak public transport services between Harris Park and Parramatta CBD;

c. Further, that Council receives a report on opportunities to work in partnership with local businesses to further promote the Harris Park precinct.

9. A comprehensive marketing plan to further promote the bus service and Harris Park as a destination was created and delivered throughout December 2011 to March 2012. Central to the marketing strategy was not only promoting the free bus shuttle service, but working with local businesses to promote the destination to make it a compelling offer for visitors. (Attachment 2)

10. Council’s Communications and Marketing team has worked with Place Services to develop a new 18-page brochure about Harris Park’s dining, heritage and shopping opportunities, complete with maps and discount coupons to entice visitors to Harris Park. The brochure was central to the broader marketing activities as it was considered that advertising the bus in itself was not a reason for people to use the service.

11. About 10,000 copies of the brochure were produced and distributed on the Harris Park Hop, at the Visitor Information Centre, Harris Park Community Centre, Council’s Customer Contact Centre, heritage, properties, at participating Harris Park businesses, CBD hotels, and Council venues such as the Library, Town Hall and Riverside Theatres.

12. Other marketing initiatives promoted the brochure and discount coupons as well as the free shuttle bus service and included:

• Advertising campaign on digital display boards in nine office towers around the Parramatta CBD throughout February 2012

• Media releases in January 2012 (resulting in editorial coverage in the Parramatta Advertiser and Parramatta Sun)

• Advertisements in Council’s weekly contribution in the Parramatta Advertiser published every fortnight

• News story on Council’s website in December, then permanent home page advertisement

• News story on Discover Parramatta website

• Banner in Church St Mall

• Large advertisement on hoarding in Darcy St

• Promotion on foyer TV screens in Council’s Customer Contact Centre

• Feature on monthly e-newsletter, Parramatta Life and Leisure in January, February and March

• Regular posts on Facebook and tweets on Twitter throughout January and February 2012

• Footpath stickers promoting the bus service

• Internal promotion to staff though PARRAmatters, intranet and foyer screens

• ‘Free’ decal added to the bus itself in December 2011.

13. Feedback received so far from participating Harris Park businesses was that they appreciated the brochure and Council’s efforts to promote the area.

ISSUES/OPTIONS/CONSEQUENCES

14. Three key sources of information have been gathered to assist Council in assessing the trial of the Harris Park Hop:

§ Service usage data from the operator (Attachment 3)

§ Passenger surveys (Attachment 4) and

§ Feedback from the Harris Park businesses

15. Passenger numbers have remained relatively constant throughout the trial period and average 489 passenger journeys per week, in increase of 6% on the usage during the initial three month trial period.

16. The Smith Street stop, closest to the Parramatta Transport Interchange is the most popular for passengers both embarking and disembarking the service. The Wigram Street and Station Street stops, close to Harris Park shops and station are the next most popular. All three stops in the commercial district of Parramatta CBD attract low patronage.

17. The Harris Park Hop is most popular during the first hour of service with 35% of all passengers during this period compared to just 22% for the last hour of the service each day.

18. The average number of passengers is approximately 100 each day with Fridays being the most popular with an average of 109 passengers.

19. A survey of passengers commenced from August 29^th to September 16^th, November 7^th to November 14^th and February 7^th to February 10^th with a total of 313 surveys completed.

20. The survey results suggest that about a quarter of the Harris Park Hop passengers intended to shop or eat in Harris Park and a similar proportion were travelling home, in any location. The largest group, however, indicated that they were using the Harris Park Hop to commute to the Parramatta CBD (39%) in order to connect with transport to a further destination and other CBD facilities.

21. The majority of passengers surveyed (76.4%) indicated that they utilize the service either daily or several times a week.

22. Eighty-eight percent of surveyed passengers indicated that they were either satisfied or very satisfied with the Harris Park Hop service.

23. Passengers were encouraged to provide general feedback on the Harris Park Hop service and these comments were generally positive and included requests for extensions of the route, service times and the trial period. Other common suggestions related to the layout of the bus for pram access and increased passenger comfort such as air-conditioning.

24. Feedback regarding the trial of the Harris Park Hop has been sought from Harris Park businesses and the community centre. This confirmed the findings on the popularity of the service for people accessing the Parramatta CBD, in particular, the Transport Interchange. The service is seen as being most popular with elderly residents and women with young children. A further discussion with members of the Harris Park business community is planned prior to Council considering this report.

25. While the participating restaurants were supportive of the lunch special promotions, the businesses did not report a noticeable increase in lunchtime trade as a result of the Harris Park Hop.

FUTURE SERVICE OPTIONS

26. The current Harris Park Hop service could continue indefinitely with the existing service model. The level of patronage may increase slightly over time as the service becomes better known, however, the cost per passenger would likely remain much higher than for other services such as the Parramatta Free Shuttle Bus. The annual operating cost would depend on the ongoing contract arrangements secured and would likely be in the vicinity of $100k p/a.

27. Council could continue the service with specific modifications in response to issues identified during the trial period. For example, a larger bus with improved access for wheelchairs and prams could be hired for the service once modifications are made to the intersection of Charles and Hassall Streets. Council could also consider discontinuing the service on Mondays and/or extending the service hours to commence earlier in the day. All such modifications would have implications for the service costs and could be further investigated in consultation with the local businesses.

28. Council could discontinue the Harris Park Hop service with a short period of notice for the convenience of existing service users. While the service is meeting a specific transport need for a small number of residents, it has not achieved the desired outcome of improving patronage of Harris Park businesses and it is unlikely, therefore, to attract their financial support.

CONCLUSIONS

29. Following this assessment of the extended trial of the Harris Park Hop, it is recommended that Council discontinues the service. If Council determined not to extend the trial service, it is proposed that it would be continued until the last working day prior to the Easter break, Thursday 5^th April 2012, to provide some notice of the change for regular passengers.

30. The trial service has highlighted the inadequacy of the off-peak public transport service between Harris Park and Parramatta which impacts most on residents with mobility issues such as the elderly and women with young children. Council has made representation, therefore, to the State Government’s Department of Transport regarding a response through enhancements to existing rail and bus services in this vicinity. As no response has been received at the time of preparing this report, further correspondence will be forwarded to the Minister for Transport, the Hon Gladys Berejiklian, MP.

31. While the Harris Park Hop has not had the desired impact on business activity in the Harris Park area, Council continues to work in partnership with the local businesses to develop strategies to promote the success of this precinct. Planning is currently well advanced for further streetscape enhancements along Wigram Street in 2012. The Place Services team is also working with local businesses to develop a strategy for the Harris Park precinct which will be reported to Council shortly.

CONSULTATION & TIMING

32. An initial three month trial of the Harris Park Hop service commenced on 29^th August, 2011.

33. Consultation was undertaken with local businesses prior to the service launch and during the extended trial period.

34. Service passengers have been consulted during the trial period through a survey process as outlined above.

35. It is recommended that the trial of the Harris Park Hop service is discontinued from Thursday 5^th April 2012.

FINANCIAL IMPLICATION FOR COUNCIL

36. Operating costs for the Harris Park Hop to date have been approximately $52k with additional establishment costs associated with branding the buses, bus stops and other promotional activities. Additional operating costs of approximately $1,900 are incurred for each week of service.

37. No provisions have been made in Council’s Delivery Plan and Budget for the Harris Park Hop beyond the initial trial project of $25k. Adjustments will need to be made to Council’s 2011/12 budget at the March Quarterly Review depending on Council’s decision regarding the future of the service.

38. Discontinuing the Harris Park Hop will have minimal impact on Council’s ongoing budget other than a small one-off cost to remove the bus stop plinths.

39. The likely cost of maintaining the existing Harris Park Hop service is estimated at $100k p/a. Any changes to the existing service parameters including hours of service, route or type of bus would have financial implications which can be investigated with the service operator on direction from Council.

Sue Coleman

Group Manager City Services

Attachments:

1 View	Harris Park Hop Route Map	1 Page
2 View	Harris Park Hop Bus Communications Plan	2 Pages
3 View	Harris Park Hop Usage Data	2 Pages
4 View	Harris Park Hop Patronage Survey Results	2 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 9.2

ENVIRONMENT AND INFRASTRUCTURE

ITEM NUMBER 9.2

SUBJECT Parramatta Cycleway Advisory Committee and Cycle Route Maintenance Audit

REFERENCE F2011/00640 - D02290593

REPORT OF Project Officer

PURPOSE:

To inform Council of the Minutes of the Parramatta Cycleway Advisory Committee meetings held on the 4 October and 4 December 2011, the Parramatta Cycle Network Audit Report and proposed changes to the Cycleway's Maintenance Budget.

RECOMMENDATION

(a) That Council receives and notes the minutes of the Parramatta Cycleway Advisory Committee meetings held on the 4 October and 4 December 2011.

(b) That Council receives and notes the Parramatta Cycle Network Audit Report and adopts the 2011 cycle network.

BACKGROUND

1. Parramatta City Council’s Cycleway Committee meets every second month. The Committee currently comprises twelve members representing various cycling interests.

2. The Committee met on the 4 October and 4 December 2011. See Attachment 1 for a copy of the minutes.

3. Council resolved on 10 May 2010, that council officers review the 2009 Bike plan. GTA consultants were engaged to undertake a review of the Bike Plan. A key recommendation of this report was to also undertake an audit of all existing bicycle facilities in the LGA. In April 2011 Warren Salomon of Sustainable Transport Consultants was engaged to systematically audit the entire road and park network to record the location and condition of the cycling network in the Parramatta local government area. A copy of the audit is available on request.

MAIN DISCUSSION POINTS

Parramatta Cycleways Committee

4. The Parramatta Cycleways Committee met in October and November 2011. At both meetings the committee members were updated on the status of the cycle projects being delivered under the 2011/12 capital works program. During this time the Ermington Bay Nature Pathway was opened. The majority of the committee attended the opening.

5. At the November meeting the committee discussed the Parramatta Commuter Challenge which was held 14 November – 2 December. The Committee recommended that in future multiple trips should able to be trips to be registered, categories should also include working from home, and for retired community members. The committee looks forward to working with council staff in the future on this project.

6. Members of the Committee also attended the Gil Penalosa Public Forum held in Red Cow Lane on the 10 October, as did the Lord Mayor and other Councilors. The lighting of Red Cow Lane and the associated promotion showcased Parramatta City Council’s Lane Strategy and was a good example of the activation of small public spaces. There was good community interest in this event. This public forum was followed up with other public forums with Allen Jones from City of Sydney speaking about sustainable cities.

7. Eighty riders attended the Ride to Work Day Parramatta City Centre Breakfast. This breakfast was a partnership between Parramatta City Council, Office of Environment and Heritage and Granville TAFE. The new location of the river foreshore and the BBQ with the assistance of the TAFE students was a success and will be continued next year.

Parramatta Cycle Network Audit and Signage 2011

8. In 2011 Warren Salomon of Sustainable Transport Consultants was engaged to systematically audit the entire road and park network. This audit will be used to direct council’s cycle network maintenance for the next 5 years. It will also be used to cost the network as part of Councils asset management requirements.

9. The audit compared the 2001 and 2009 Bike Plans to develop the 2011 network. The report includes work required to maintain the network to comply with current NSW Bicycle Guidelines. This network was mapped using Google maps and will be added to Councils GIS data. The audit also included directional signage audit which identified signs which need to be replaced or corrected.

10. A prioritised costed works schedule has been developed which includes standard designs that be used to guide planned maintenance of the network. Existing routes only were audited, future planned works such as the Parramatta Valley Cycleway missing links are new capital works which are not included in this.

11. The total length of the cycle network audited was 148.18 km and includes on and off road sections. The total asset cost of the high priority maintenance works identified by the audit is $1,578,008. The current maintenance budget of $50,000 will take over 30 years to address these high priority works. It is recommended that an increase in the cycleway maintenance budget to $150,000 per annum be considered. The Local and Regional Cycleways Facilities budget cannot be used for these works as these programs are funded from Section 94 funds which are for new capital works. This will need to be considered as part of formal budget reviews.

Myfanwy Lawrence

Project Officer, Transport Planning

Attachments:

1 View	Minutes of the Parramatta Cycleways Committee 4 October 2011	3 Pages
2 View	Minutes of the Parramatta Cycleways Committee 4 December 2011	4 Pages

REFERENCE MATERIAL

Parramatta Cycle Network Audit and Signage 2011, Vol 1 Network Analysis

Parramatta Cycle Network Audit and Signage 2011, Vol 2 Audit and Recommendations for 2011 Routes

Parramatta Cycle Network Audit and Signage 2011, Vol 3 Bicycle Network Signage Plan

Council 26 March 2012 Item 10.1

COMMUNITY AND NEIGHBOURHOOD

ITEM NUMBER 10.1

SUBJECT Review of Council's Advisory Committees

REFERENCE F2004/07575 - D02277047

REPORT OF Community Capacity Building Officer

PURPOSE:

The report provides information to Council on the effectiveness of its Advisory Committees including their membership and achievements since the Review of Council’s Advisory Committees in 2009. It also provides information on the Granville Youth and Community Recreation Centre’s (GYCRC) Management Advisory Committee and recommends the establishment of a Council GYCRC Advisory Committee.

RECOMMENDATION

(a) That Council note the report of the effectiveness of its Advisory Committees including their membership, achievements and any challenges they are experiencing and ways of addressing these challenges.

(b) That the Aboriginal and Torres Strait Islander, Access, Cycleways and Heritage Advisory Committees continue to be resourced and supported to provide Council with information and advice from community members.

(c) That bi-annual Youth Issues fora and other community consultation strategies outlined in this report including social media and face-to-face fora continue to be utilised to engage with young people, families, artists, and other communities members.

(d) That the Granville Youth and Community Centre Management Advisory Committee be formalised as an Advisory Committee of Council and that current Management Committee Members provide input into the development of its Terms of Reference

(e) Further that Council seeks expressions of interest for Members of all the Advisory Committees in August 2012 to enable the new Council to re-establish the Committees following the local government elections.

BACKGROUND

1. At its meeting on 23 March 2009, Council considered a report on its Advisory Committees which included a summary of presentations made by Advisory Committee representatives at the Councillor Workshop held on 2 February 2009 and options regarding ways Council could effectively engage with communities.

2. At this meeting Council resolved to:

a) retain the Aboriginal and Torres Strait Islander, Access, Arts and Cycleways Advisory Committees

b) retain the Youth Advisory Committee and hold an initial forum which would provide young people with an opportunity to determine an appropriate meeting format and terms of reference

c) create a Community Advisory Committee which would establish two new programs: the LGA Wide Issues Fora and the Neighbourhood Issues and Improvement Program. This Committee would also absorb Members of the Community Safety Committee and the Multicultural Advisory Committee.

d) ratify Terms of Reference for Advisory Committees including common, Core Terms of Reference (Attachment 1).

e) investigate the possible creation of a Family, Technology and Environmental Advisory Committee, Working Party or Task Force.

3. At its meeting of 28 September 2009, after consideration of the lack of membership applications to the Arts Advisory Committee, Council determined to replace it with quarterly Arts consultation fora.

CURRENT STATUS OF ADVISORY COMMITTEES

The following provides information on the recent effectiveness of Council’s Advisory Committees and includes recommendations regarding these.

4. Aboriginal and Torres Strait islander Advisory Committee

The Aboriginal and Torres Strait Islander Advisory Committee has continued to function well. It has 15 Members and meets monthly. In 2011 three meetings occurred which did not achieve a quorum however this was recognized by Members and the convenor as being unusual and indicated a number of Members were either ill or on holidays.

The Committee continues to have a strong interest and commitment to advising Council on a range of issues according to its Terms of Reference including internal matters such as celebrations and events that demonstrate Council’s respect and acknowledgement of Aboriginal and Torres Strait Islander people including Sorry Day and NAIDOC; advising on naming local parks/reserves using Aboriginal words; the Management Plan for Lake Parramatta, the re-design of the Heritage Centre and the design and delivery of the Community Library and Social Services Aboriginal and Torres Strait Islander Expo. The Committee is also concerned with matters that are the responsibility of external agencies that are significant to Aboriginal and Torres Strait Islander people in the LGA. Such matters have included advising and supporting the listing of the Parramatta Sand Body onto the NSW State Heritage Register and advising archaeological consultants on a number of heritage digs related to particular developments in the LGA.

5. Access Advisory Committee

The Access Advisory Committee continues to function well. There are currently a total of 8 Members with two new Members joining the Committee in December 2010. Unfortunately, one member, Ms Barbara Jones who was appointed in September 2009, has passed away.

The Committee has continued to meet on a bi-monthly basis with regular full attendance by all Members. Only one meeting, in April 2011, since the previous review in 2009 did not achieve a quorum.

The Committee continues to discuss and advise on access-related issues for Council according to the Terms of Reference established, and has engaged with Council units on a range of matters including upgrades and changes to bus stops, emergency evacuation procedures, access-related standards and training within Council, footpath and crossing construction for local roads, Library facilities, and Council’s Development Application process. Some time is also spent discussing Council processes and means for individual and group engagement outside of the Committee, for both Members and the wider disability community.

6. Arts Quarterly Fora

Quarterly Arts fora have not been established, however, direct engagement with the arts community has occurred on specific issues and opportunities. For example, Pop Up Parramatta has established a working party that meets regularly and has a strong presence online and through social media. Pop Up Parramatta has created an opportunity for a new engagement between long-existing organisations such as the Parramatta Arts Society, ParraClay and the many artists that are participating in Pop Up Parramatta.

Where specific consultation regarding arts issues and opportunities is required, it is recommended that a combination of face-to-face fora and online and social media fora be used.

7. Community Advisory Committee

This Committee was established to provide advice and input into two new community engagement programs for communities in the LGA: the LGA Wide Issues Fora and the Neighbourhood Issues and Improvement Program. The Committee was also to absorb Members of the Community Safety Committee and the Multicultural Advisory Committee.

The Community Advisory Committee has not been able to meet its objectives as described in its Terms of Reference. Eight people applied for membership of the Committee and Council ratified their membership in September 2009. Three Members have resigned since 2009 and despite promoting the Committee over the past 12 months at a number of fora and community events, no other person has applied for membership. A low attendance at meetings has been a significant barrier to progressing the work of the Committee. Meetings have been cancelled due to a low number of Members planning to attend, or a quorum has not been reached due to the low number who actually attended.

Council Officers have taken steps to maintain the engagement of Members including: providing Members with a schedule of 2011 meeting dates early in the year; sending advance notice of meetings via email/ post and making reminder phone calls to Members 24 hours before scheduled meetings; provision of a guest speaker who had been involved in action-based advisory committees addressed the Committee in March 2011 to provide an example of how similar committees have been successful in other local government areas; and engaging Members in the design and delivery of 3 fora held in 2009 and 2010. Two of these fora were delivered by the Community Capacity Building (CCB) Team in partnership with the Community Advisory Committee, as the lack of a quorum meant the Committee itself could not make a formal decision to hold the fora.

The Community Capacity Building Team has continued to develop and implement a broad range of community engagement strategies with diverse communities across the LGA. These include strategies to engage communities on specific issues e.g. Homelessness Issues fora and those to engage specific communities e.g. place based fora, community events such as community celebrations, community pride days, and programs such Civics Education for Culturally and Linguistically Diverse Communities; Community Garden projects and national/international days of celebration for people with disabilities and senior citizens etc.

It is proposed that Council disband the Community Advisory Committee and continue to use of broad range of community engagement strategies to ensure it is connected to communities across the LGA and that its work is informed by these communities.

8. Cycleways Advisory Committee

The Cycleways Advisory Committee continues to function well. There are currently a total of 11 Members. One member has passed away and two have resigned. The Committee has continued to meet on a bi-monthly basis. The Committee continues to discuss and advise on cycling-related issues for Council according to the Terms of Reference established and has engaged with Council units on a range of matters including the design and construction of various sections of the Parramatta Valley Cycleway, the Lennox Bridge Portals, the audit of the Parramatta LGA bicycle network, Ride to Work Day and the Parramatta Commuter Challenge. Some time is also spent discussing the aims and objects of the committee, how to engage with the community and lessons learnt by other local government areas and community groups.

9. Heritage Advisory Committee

The Heritage Advisory Committee continues to function well. There are currently a total of 11 Members. One member representing the Granville Historical Society has resigned and replacement representation has been organised. The Committee has continued to meet on a bi-monthly basis. It continues to discuss and advise on heritage issues for Council according to the Terms of Reference established, and has engaged with Council units on a range of matters including the comprehensive heritage review, the Parramatta Stories project, development applications and Heritage Grant applications. The Committee's contribution to the comprehensive heritage review was especially significant advising in particular on which items of State significance should be added to the State Heritage Register.

10. Youth Advisory Committee

The Community Capacity Building Team held a Youth Forum in April 2009 inviting representatives from high schools across the LGA. Over 30 students from 6 high schools attended. Advice was provided to the team regarding an appropriate meeting format with over 80% indicating they would engage with Council through future Youth Fora. The CCB Team has subsequently held biannual Youth Fora inviting representatives from high schools across the LGA. An average of 6 high schools have sent representatives to each Forum with a total of 30-40 young people attending each one.

Since March 2009, a total of approximately 200 high school students have attended the biannual Youth Fora delivered by the CCB Team. Participants have consistently expressed a lack of interest in attending a Council Advisory Committee however they have also consistently indicated and stated in evaluations, their interest in attending future Youth Fora.

In addition to bi-annual Youth Fora, the CCB Team delivers a number of other programs and activities for young people including a range of activities delivered through Youth Week, community events and activities, Community and School Pride Days. In addition Council has funded a number of programs for young people through its Community Grants Program.

It is proposed that bi-annual Youth Issues Fora continue to be implemented in place of a Youth Advisory Committee.

11. Community engagement strategies regarding Family, Technology and Environmental issues.

At its meeting in March 2009, Council determined to investigate the possible creation of Family, Technology and Environmental engagement strategies. Since this time, a number of engagement strategies have been developed and implemented:

ParraConnect currently provides a mechanism for Council to stay informed and advised of technology issues. ParraConnect evolved from a partnership between CivicTEC and Parramatta City Council and the community under its e-Parra strategy initiated in 2009.

Whilst no one community engagement strategy has been developed regarding family issues, there are a number of strategies that Council implements that provide/could provide information and insight to Council on issues relevant to families in the LGA. These strategies include Community Voice and existing Advisory Committees, in particular the Aboriginal & Torres Strait Islander and Access Advisory Committee.

Similarly, no single Council community engagement strategy has been developed regarding environmental issues however a number of different strategies are either implemented by Council or participated in by Council which provide information on community Members’ advice and opinions concerning the environment. These include Community Voice; independent surveys of community Members regarding relevant issues and fora including representatives of diverse stakeholder groups and community Members such as Parramatta River Estuary Management Commission and the Parramatta Catchment Authorities.

In addition to other engagement strategies designed to engage the Parramatta communities in Council matters, Community Voice, previously Council’s ‘Residents’ Panel’ provides opportunities for any person who lives, visits, owns/operates a business or undertakes paid or voluntary work’ to contribute to Council decisions and helps to establish future directions of Parramatta. Community Voice strategies include surveys, questionnaires, online polls, workshops and focus groups. Currently more than 700 people have registered for Community Voice.

12. Granville Youth and Community Recreation Centre Management Advisory Committee

The Granville Youth and Community Recreation Centre (GYCRC) Management Advisory Committee was established in 2003 with the purpose of:

· advising on policy development for GYCRC operations;

· providing advice on program development and coordination;

· advising on a strategic plan for GYCRC;

· advising on sponsorship proposals and assistance in seeking financial support to benefit GYCRC and

· provide advice on approaches for funding to other levels of government.

This Committee continues to meet and receives operational reports from staff and provides feedback on community needs and opportunities. The Committee has the potential to operate as a valuable opportunity for community engagement and consultation regarding GYCRC, however, there is some ambiguity regarding the current terms of reference of the Committee.

It is recommended that the Granville Youth and Community Recreation Centre Management Advisory Committee be formalised as an Advisory Committee of Council and that in consultation with the current Committee Members, the Terms of Reference be reviewed to clearly articulate the purpose and accountabilities of the Committee and that administration of this Committee follow the protocol established by other formally established Council Advisory Committees, including the regular reporting of meetings to Council.

An initial workshop was held with the Management Advisory Committee on 22 February 2012 at which this matter was discussed.

CONSULTATION & TIMING

13. Community feedback has helped to inform this review of the Advisory Committees and the proposed changes including increased use of regular fora with young people and social media and other online engagement strategies.

14. The core Terms of Reference for Council’s Advisory Committees links membership with the term of each Council. It is appropriate to commence the recruitment process by seeking expressions of interest from August 2012 in order to enable the Council to consider future membership of these Committees early in its new term.

FINANCIAL IMPLICATION FOR COUNCIL

14. There are no financial implications for Council arising from this report as resourcing of a wide range of community engagement activities including support for Advisory Committees is already included in Council’s Delivery Plan and Budget.

Maggie Kyle

Community Capacity Building Officer

Attachments:

1 View

Core Terms of Reference

5 Pages

Council 26 March 2012 Item 10.3

COMMUNITY AND NEIGHBOURHOOD

ITEM NUMBER 10.3

SUBJECT 25th Aniversary of Riverside Theatres

REFERENCE F2004/06918 - D02290819

REPORT OF Director Riverside Theatre

PURPOSE:

This report seeks Council’s adoption of a number of recommendations pursuant to the 25th Anniversary of Parramatta Riverside Theatres to be celebrated in February and March, 2013.

RECOMMENDATION

(a) That Council receives and notes the preliminary plans to celebrate the 25^th Anniversary of Riverside Theatres in late February and early March, 2013.

(b) That Council endorses holding a special briefing and function, “Riverside Theatres - The Next 25 Years”, in June/July 2012 and that it is hosted by the Lord Mayor and the Chair of the Riverside Theatres Advisory Board.

BACKGROUND

1. On the 27^th February, 1988 the Parramatta Cultural Centre (later renamed Riverside Theatres) was opened by The Hon R J L Hawke, Prime Minister of Australia and The Hon Barrie Unsworth, Premier of New South Wales as part of the Australia’s Bicentenary celebrations.

2. On the 27^th February, 2013, Riverside Theatres will celebrate its 25^th Anniversary.

25^TH ANNIVERSARY CELBRATIONS – PRELIMINARY PLANS

3. The 25^th Anniversary will be marked by a number of events and activities at the time of the anniversary. Planning for the celebrations has commenced.

4. All the Riverside Theatres venues have been reserved on Wednesday 27^th February and also Saturday 2^nd March, 2013.

5. Preliminary plans for the 25^th Anniversary celebrations include:

a. A Retrospective Exhibition of Riverside Theatres history. It would hang in the Riverside foyers for a number of months.

b. A free of charge Open Day accessible to the wider community. It is planned for Saturday 2^nd March. It would include tours of the facilities, demonstrations, free activities and short performances.

c. An industry and public forum with guest speakers that focus on the importance of the performing arts and Riverside Theatre for the social and economic well-being of Parramatta.

6. During the period of celebrations, an official function hosted by the Lord Mayor is planned to mark the 25^th Anniversary. Councillors, the Riverside Advisory Board, key community members and stakeholders would be invited to attend.

7. The 25^th Anniversary has been included as an Operational Project in the draft 2012/13 Delivery Plan and Budget to be funded at an amount of $25,000.

PREPARATORY BRIEFING AND FUNCTION IN 2012

“RIVERSIDE – THE NEXT 25 YEARS”

8. As a preparatory step and in order that maximum advantage might be made of the 25^th Anniversary and the attention focused on Riverside Theatres in 2013, it is proposed that a briefing and function, “Riverside – the Next 25 Years”, be undertaken in June/July 2012.

9. The briefing will identify future directions and needs of Riverside Theatres for the purpose of revisiting them during the 25^th Anniversary in 2013. As well, these directions and needs will serve to spearhead future lobbying and approaches to other tiers of government, to the community and to the private sector and commercial partners.

10. The briefing will also include a progress report on the Riverside Theatres Strategic Plan 2010 -14.

11. To date, Riverside Theatres has successfully hosted events held by amateur and multi-cultural performance groups, festivals, commercial and not-for-profit promoters, community organisations as well as businesses and government agencies.

12. In addition Riverside Theatres has presented national and international performances and education programs by professional performers and creative artists.

13. However, the Theatres role as a regional centre of excellence and its capacity to facilitate regular professional production of performances emanating from Parramatta and western Sydney has not developed to the extent that a vibrant CBD like Parramatta warrants.

14. Riverside Theatres to date has played a significant role in the development of Parramatta as Sydney’s twin CBD and as an arts and cultural destination and centre in Greater Sydney. Its potential to be an even more potent driver in Parramatta’s economic, arts and cultural development is currently limited by:

a. Riverside’s architecture and facilities;

b. Riverside’s current programming and marketing capacities;

c. an absence of any sustainable local professional producing organization and incubator activity of scale and

d. limited funding support from NSW and Commonwealth government agencies.

15. It is envisaged that the briefing would be of approximately 60 to 90 minutes duration followed by a function and networking opportunities. The function would be hosted by the Lord Mayor and the Chair of the Riverside Theatres Advisory Board with Councillors, the Riverside Advisory Board, key community members and stakeholders invited to attend.

RIVERSIDE STRATEGIC PLAN 2010 - 2014

16. On 26^th July, 2010, Council endorsed the Riverside Theatres Strategic Plan (see Attachment 1). The plan consists of a 2010-14 vision, a mission and five strategic objectives.

17. Riverside Theatres Vision

Riverside Theatres will continue to lead an economic and cultural contribution within Western Sydney, as a presenter of high quality performing arts, entertainment, community and culturally specific programs which engage audiences, visitors and local talent.

18. Riverside Theatres Mission

The Riverside Theatres mission is to aspire beyond its suburban origins and as a regional centre engage with performing artists, promoters and organisations on a local state-wide, national and international basis through workable partnerships which afford maximum benefit to its stakeholders. It will develop new projects and capitalize on proven existing productions and artists that will result in impressive, high quality programs which run parallel with the desire to tell local stories which emerge from the cultural diversity of Western Sydney.

19. Objective One
Riverside Theatres will gradually expand its funding sources over five years in order to minimize its financial dependence on Parramatta City Council and reduce Council’s exposure to risk through the production of new works.

20. Objective Two
Establishment of a suitably resourced resident production company based at Riverside Theatres which creates and produces local and relevant stories and provides employment and artistic opportunities for artists working and living in Western Sydney.

21. Objective Three
To become Sydney’s premium presenter of artistic and cultural programs to the education sector while offering them the chance to experience every aspect of performing arts through an extensive program linked to the curriculum.

22. Objective Four
Increased revenue and audience growth achieved through focused and strategic marketing which supports the long term future of Riverside Theatres.

23. Objective Five
Development of a five year infrastructure plan which is fully posted and covers technical and building upgrades and asset renewal necessary to deliver high quality programs to all users of the theatres.

24. Objective Six
Development of a master plan with drawings, models and indicative costs which enable long term infrastructure planning for the theatres over 20 years

FINANCIAL IMPLICATION FOR COUNCIL

25. It is anticipated that approximately $10,000 will be required to hold the proposed briefing and function “Riverside – the Next 25 Years” in June 2012 and this will either be managed through existing budgets or, if necessary, an adjustment sought through Council’s quarterly budget review process.

26. Provision has been made in the draft Delivery Plan and Budget 2012/13 for $25,000 to support 25^th Anniversary celebratory activities including an Open Day as outlined in this report.

Robert Love

Director, Riverside Theatre

Attachments:

1 View

Riverside Theatre Strategic Plan

6 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 11.1

GOVERNANCE AND CORPORATE

ITEM NUMBER 11.1

SUBJECT Catering Review

REFERENCE F2004/07396 - D02228144

REPORT OF Service Manager Governance

PURPOSE:

To provide an update on the provision of Catering Services for Parramatta City Council.

RECOMMENDATION

(a) That Council alter Annexure 1 of the Catering Policy to enable the provision of a more substantial meal during Council Workshops consisting of a hot finger food type menu (category E of the Catering Policy).

(b) Further, that the preferred caterers be advised of this decision and reminded of the need to provide quality vegetarian, lactose free and Atkins options.

BACKGROUND

1. On 19 October 2011, the CEO issued a memorandum to all Councillors proposing the introduction and trial of a new format for Councillor Workshops.

2. In brief, the memorandum suggested that 3 x 45 minute presentations (including Councillor discussion and question time) be held on Mondays only, with presentations commencing at 5.30pm and including a catered dinner break for 30 minutes from 7pm to 7.30pm where the full complement of 3 presentations is to be heard on one night.

3. Where less than 3 presentations are to be heard, light catering is to be provided rather than a catered dinner break.

4. Further, in October 2011, Councillors were advised that one of Council’s preferred caterers, Prosperos, had indicated that they would no longer be operating. As a result of this and in response to some concerns raised into the quality of food provided at Council Meetings, staff carried out a survey on the provision of food prior to Council Meetings by the remaining caterers.

ISSUES/OPTIONS/CONSEQUENCES

Workshops

5. Councillors will be aware that Council’s current catering policy provides for the provision of sandwiches, wraps, fruit, juice and coffee/tea at workshops.

6. In response to the implementation of the new workshop format and noting that workshops may have a combined duration of over 2 hours, the provision of a more substantial meal has been provided for those nights where 3 presentations are to be held. The more substantial meal generally consisted of hot finger foods.

7. Should Council wish to continue with the provision of the more substantial meal during workshops, it will be necessary to amend Annexure 1 of the Council’s Catering Policy.

Council Meetings - Survey

8. Further to paragraph (4) above, a catering survey, which included the actual price of each meal provided, was undertaken for the previous catering cycle.

9. As caterers operate on a monthly rotating roster basis, Councillors were given the opportunity to comment, over a 3 month period, on the performance of the remaining preferred caterers being Amadeus, Amory and The Bite.

10. The results of the survey indicate that each of the caterers is generally performing at a similar average to excellent level. Feedback obtained from the survey is appended to this report as Attachment 1, however, it is noted that:-

a. The majority of dissatisfaction, whilst still 17% or less, related to the quality of vegetarian options provided.

b. There are several dietary requirements including vegetarian, lactose free and Atkins meals that need to be accommodated.

FINANCIAL IMPLICATION FOR COUNCIL

11. Over the past year, the average cost per head for catering at a Council Workshop was approximately $14 (ie Category C). Using these figures, increasing the provision of catering at workshops from sandwiches to a hot finger food variety would cost, on average, an additional $16 per head.

12. It is anticipated that the increased catering costs would be offset to some degree, bearing in mind that catering was provided last year for some 28 workshops and a maximum of 22 workshops could be held this year under the new workshop format. Further, those Mondays where only 2 presentations or less are to be held would continue to receive light catering such as sandwiches. It is estimated that increased costs are likely to be around $3000 per year.

CONCLUSION

13. The duration for Council Workshops under the new format will likely be in excess of 2 hours and it is considered reasonable for appropriate sustenance be provided to attendees for such meetings. Accordingly an amendment to Annexure 1 of the Catering Policy is recommended to allow for the provision of a hot finger food type meal. A replacement Annexure 1 is appended to this report as Attachment 2 with the proposed change outlined in red (ie from category C to Category E).

14. In addition, during the year, a number of individual requests have been received from Councillors seeking lactose free meals, Atkins diet friendly meals and the provision of a vegetarian option. It is recommended that the remaining preferred caterers be requested to ensure that appropriate options are available at future Council Meetings to address these requests.

Jennifer O’Donnell

Service Manager – Governance

Attachments:

1	Feedback Evaluations	1 Page
2 View	Amendment to Annexure 1 of Catering Policy	2 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 11.3

GOVERNANCE AND CORPORATE

ITEM NUMBER 11.3

SUBJECT Draft Amended Delivery Program 2010 -14. Draft Operational Plan 2012-13. Draft Fees and Charges 2012/13. Updated Long Term Financial Plan

REFERENCE F2011/01565 - D02273687

REPORT OF Manager Finance

PURPOSE:

To seek Council’s adoption of the Draft Operational Plan 2012/13, Draft Fees and Charges 2012/13, the updated Long Term Financial Plan and amendments to the previously adopted 2010/14 Delivery Program. Once adopted, the Draft Amended Delivery Program and Draft Operational Plan 2012/13 will be placed on public exhibition.

RECOMMENDATION

(a) That Council adopts the –

1 Draft amended Delivery Program 2010-2014

2 Draft Operational Plan 2012/13

3 Draft Fees and Charges 2012/13

4 Updated Long Term Financial Plan (LTFP) and associated financial strategies

(b) That Council approves the placing of the Draft Amended Delivery Program 2010/11 to 2013/14 and Draft Operational Plan 2012/13 on public exhibition for a period of 28 days from 5th of April to 4th May.

(c) That Council approves a submission for subsidised loan funding of $20M under the NSW Government’s Local Infrastructure Renewal Scheme (LIRS) for its infrastructure backlog, and the associated financial estimates scenario (Base plus LIRS Borrowing) and related financial strategies as included in Council’s LTFP.

(d) That Council notes the separate scenario within the Delivery Program / Operational Plan for the infrastructure backlog which is subject to approval by NSW Government

(e) That for the 2012/13 year, Council approve the change in rating structure to merge its Residential & Residential CBD Rate, remove the category of CBD Residential Infrastructure Special Rate and merge it with the Suburban Infrastructure Special Rate to be renamed as “Infrastructure Special Rate”.

BACKGROUND

Last year, in accordance with Integrated Planning & Reporting legislative requirements, Council publicly exhibited and adopted its second update of the 4-year Delivery Program 2010 - 2014. The 4-year Delivery Program sets out how Council plans to achieve the objectives of the Community Strategic Plan Parramatta Twenty25. Council is required to review the adopted Delivery Program each year before finalising its next annual Operating Plan.

Minor amendments to the Delivery Program may be considered and adopted by Council without the need to publicly re-exhibit the Program. Where significant amendments are proposed the Program must be re-exhibited. This report sets out the proposed amendments which are significant enough to warrant re-exhibition.

The annual 1-year Operational Plan is a sub-plan of the 4 - year Delivery Program and includes the budget, proposed rates, annual charges, fees and charges, pricing policy, proposed borrowings and specific projects, plans and activities for that year. The draft Operational Plan must be placed on public exhibition for 28 days and any submissions received are to be considered by Council before it is adopted.

A key component of the Delivery Program and Operational Plan’s strategy is to achieve financial sustainability by 2014/15 by closing the gap between operating revenues and expenditure. Council will achieve this by developing additional revenue opportunities, reductions in costs, the outcomes of its comprehensive services review and some modest increases in rates revenue above rate pegging limits. Details of the rating strategy included within the Delivery Program and Operational Plan are included in this report.

An important element of the Integrated Planning & Reporting Framework is the Long Term Financial Plan (LTFP). The LTFP is regularly reviewed to reflect Council decisions and strategies and changes to financial and economic parameters. The LTFP has been updated as noted within this report, and is attached.

Over the past weeks, the development process of the draft Operational Plan has included a series of workshops for Councillors to consider Council’s current and forecast financial position, proposed rates, fees and charges and to determine priorities for future services and projects expenditure.

The amended 2010-14 Delivery Program and draft Operational Plan 2012/13 are now presented to Council for consideration and adoption for public exhibition. Once adopted, they will be placed on public exhibition for a period of 28 days. The exhibition period will be advertised and comments invited from the community. During the exhibition period, copies of the plans will be available at Council’s libraries and the Customer Contact Centre. Copies will also be placed on Council’s website.

Following the exhibition period it is proposed to bring the Program and Plan back to Council on May 28 to consider any submissions from the community and then to adopt the Amended Delivery Program and final Operational Plan 2012/13.

ISSUES/OPTIONS/CONSEQUENCES

Proposed amendments to the adopted Delivery Program 2010 – 2014

The Delivery Program has been amended to change the timing of the proposed new Operations Centre and associated interim borrowing and the timing and composition of Civic Place expenditure and funding. It has also been updated to account for debt reduction of $6.2m.

As part of Council’s 2011/12 budget, $6.2M has been set aside for reducing the Civic Place Debt which is due for re-negotiation in June 2013.

As the terms of the Civic Place debt are relatively favourable compared to the current credit market, Council has not proceeded with borrowing its normal loan allocation of $3.65M as included in the Operational plan for the 2011/12 financial year, rather than reducing the Civic Place debt before maturity date. Therefore of the $6.2M allocated to reducing debt, $3.65M been transferred to the loans reserve to fund 2011/12 projects as originally planned in the operational plan. The remaining $2.55M has been invested in a term deposit to be used towards reducing Civic Place debt at maturity in June 2013.

When the current Civic Place debt of $55M is due to mature in June 2013, Council plans to re-borrow $48.8M for the Civic Place project and $3.65M (in lieu of the borrowing planned in 2011/12) for core infrastructure borrowing.

In February 2012, there has been a significant change to the Civic Place project arrangements, with the contract negotiated in July 2006 with Grocon being ended by mutual agreement. At the time of updating this plan, Council was yet to consider alternative options in relation to the Civic Place project. Therefore it is considered as a prudent strategy, to include any new Civic Place loans borrowings in June 2013 on a principal and interest expense basis (current arrangements are on an interest only basis), and the debt servicing impact of this is included in the Delivery Program.

Local Government Infrastructure Renewal Scheme (LIRS)

The NSW Government has recognised that investment in infrastructure is needed across NSW, and as part of its NSW 2021 State Plan, the Government has committed to increase expenditure on critical infrastructure.

To achieve this, among other strategies, the NSW Government has committed to implementing a Local Infrastructure Renewal Scheme (LIRS) which aims to provide a 4% interest subsidy to assist those councils with legitimate infrastructure backlogs to cover the cost of borrowing.

Councils' recently developed Strategic Asset Management Plan(SAMP) reveals that there is a significant gap between the actual expenditure on existing Council infrastructure and buildings assets and the amount required to be spent to maintain the existing service level for the community. This gap is around $6.5M/yr in capital expenditure and $1M/yr in maintenance expenditure.

In this regard, Council's Long term Financial Plan has provided for an additional $6M/yr on capital expenditure and $1M/yr on maintenance expenditure from the 2015/16 year. The financial plan could not deliver this funding requirement earlier than this date due to other competing priorities around long term financial sustainability including achieving a net operating surplus before capital revenue by 2014/15 which could be sustained in future years and building a healthy level of reserve funds.

The NSW Government’s LIRS provides the opportunity for Council’s to implement the SAMP recommendations in a timely manner starting 2012/13 rather than in 2015/16 as currently planned due to funding constraints. It is proposed to borrow $20M in 3 annual instalments of $6.5M, $6.5M and $7M respectively The interest subsidy would add up to $4.85M over a 10 year period (in nominal terms).

As part of Council’s loan application, NSW Treasury Corporation will conduct a financial assessment of Council. Council will receive a comprehensive report from Treasury Corporation which would focus on Council’s key financial risks and performance with particular attention on assessing the key areas of:

• The financial capacity of Council to undertake additional borrowings

• The financial performance of Council in comparison to a range of similar

Councils and measured against prudent benchmarks.

The Treasury Corporation report will provide Council with an independent assessment of their financial capacity and performance which will complement the internal due diligence of Council including advice received from Council’s Strategic Financial Advisor and the Integrated Planning and Reporting system.

Council’s application for loan funding under the LIRS is subject to approval by the assessment panel. Therefore the planned expenditure (capital expenditure and debt servicing) associated with this loan borrowing is subject to the funding being made available. The financial estimates of Council incorporating impact of the LIRS borrowing are therefore included as a separate scenario (titled Base plus LIRS borrowing) in the Draft Delivery Program and would only eventuate if Council’s LIRS application were to be successful.

In addition to the financial benefit associated with the interest subsidy as noted above, timely implementation of the additional expenditure on capital renewal will result in lower long term life cycle costs for Council’s infrastructure assets. This would also lead to a direct community benefit for residents and businesses that regularly use Council’s assets which include roads, bridges, footpaths and community buildings.

The additional scenario (titled Base plus LIRS borrowing) includes the debt servicing costs associated with the additional LIRS borrowings. For the period of the Delivery Program, the debt-serving on these borrowings is funded from the Asset Renewal Reserve. The cash-flow statement demonstrates affordability of the loan.

The $20M borrowing under the LIRS will lead to an increase in the overall debt for Council in the short term. As noted above, under it current loan policy Council re-borrows the principal repayments on core-debt which is generally used for infrastructure related projects. As the LIRS borrowing relates to infrastructure, to keep a cap on Council’s long term debt levels, under the Base plus LIRS borrowing scenario, it is recommended Council would not re-borrow the principal repayments on its core debt commencing 2015/16, and this has been reflected (for the Base plus LIRS scenario) in the long term financial plan.

Rating strategy within the Delivery Program/ Operational Plan

On June 10 2011 IPART approved Council’s special rate variation application. The June 10 2011 IPART approval incorporates the 2010 special variation which only has a life of 3 years.

In accordance with Council’s adopted Delivery Program, the application approved:

2012/13 – 4.3% comprising rate peg of 3.6% and special variation 0.7%

2013/14 – 4.3% comprising rate peg assumed 3.3% and special variation 1.0%

2014/15 – 3.3% (estimated rate peg, could be different)

The impact on the average residential ratepayer of the increases in 2011/12 to 2014/15 is:

Description	2011/12	2012/13	2013/14	Annual Average over 3 years
Rate peg	2.8%	3.6%	3.3% forecast
Special variation	1.5%	0.7%	1.0%
Average rate	821.47	$856.79	$893.63
Rate peg increase	$22.05	$29.57	$28.27	$26.63
Special variation	$11.81	$5.75	$8.57	$8.71
Total increase	$33.87	$35.32	$36.84	$35.34

2012/13 Draft Operational Plan

Presentation format

The Draft Operational Plan has been prepared in a format based on Council’s four Pillars:

Environment & Infrastructure

Community & Neighbourhoods

Economy & Development

Corporate & Governance

Each Pillar section includes details of the Pillar’s objectives, service areas, projects, and proposed income and expenditure on services and projects.

The second section of the draft Operational Plan sets out consolidated details of the proposed 2012/13 Budget, forward financial estimates, proposed rates and annual charges for 2012/13 and the proposed income and expenditure from these proposed rates and charges. Other required statutory information is also contained in this second section. The schedule of proposed Fees and Charges and Pricing Policy for 2012/13 is contained under separate cover.

2012/13 Budget

2012/13 Operating Result

The budget delivers an operating result before capital income of $1.78M deficit. This is approximately only $140K higher than the planned result for the 2012/13 year in last year’s update of the Delivery Program. This result is in line with the LTFP and is part of the overall strategy to deliver a surplus result before capital income by the 2014/15 financial year. Included in the operating budget are operating projects totalling $3.459M. Details of operating projects are shown for each Pillar.

The budget also includes the income and expense estimates for the Civic Place property portfolio and interest expense estimates in relation to Civic Place loan borrowings.

Rates and Annual Charges

As noted above, the Draft Delivery Program includes IPART’s approved special variation to rates income for the period 2012/13 to 2013/14.

The Draft 2012/13 Operational Plan has retained the same rating structure as used in recent years with the following exception. DLG recommended that Council amend its rating structure due to the fact that its Residential CBD rate had 97.6% of ratepayers on the minimum rate. As a consequence of this advice, Council has merged its Residential and Residential CBD rate. This has also resulted in the CBD Infrastructure Special Rate being obsolete and merged with the Suburban Infrastructure Special Rate. This has been renamed the “Infrastructure Special Rate”

The Stormwater Management Service Charge is set by legislation and has not been increased.

Fees and Charges

Generally increased by 4% with some higher to reflect cost recovery. Most statutory fees are unchanged. Some new fees have been introduced, and these have been noted as new in the fees and charges document.

Discussion on a number of proposed fees was held at the workshop for Councillors on 20 February 2012. These included:

· CBD Parking Fees

· Domestic Waste Services and

· Child Care Fees

Further to the workshop, a paper outlining the fees that had increased by greater than 4% was circulated to all Councillors.

A number of issues and fee options were raised during the recent Councillor workshop. The major significant change made to the draft schedule of Fees and Charges is to Domestic Waste Service fees which have been increased by 10% which is still insufficient to address escalating service costs resulting from imposed Carbon Tax effective from 1 July 2012.

Employee costs

Employee costs are based on Council’s current staff establishment and known factors for the relevant periods including Award based increases and Council’s salary system. For long term estimates a 4% increase has been used.

Interest on investments

Average Return of 6% has been used, as recommended by Council’s advisors.

Property Sales

Planned property sales are included in the Delivery Program, with funds being transferred into the property development reserve. Interest earned on these funds would be allocated to the reserve:

Capital Budget

The budget incorporates a projects capital expenditure budget of $54.614m.

Included within this budget is:

New Operations Centre $19.52m

Paid Parking Plan $ 3.20m

Light Rail Feasibility $ 1.00m

A detailed list of the capital projects is contained in each Pillar section of the Draft Operational Plan.

Capital projects expenditure is to be partly funded by general revenue funding of $8.363 million (including the asset replacement component) from the Services Budget. The balance is from special rates, loans, reserves, grants and section 94 contributions.

The following table shows a summary of the funding of capital expenditure by funding source for 2012/13 ($000):

Source of funding	Capital Exp.
General Revenue	2,889
Asset Replacement Reserve	5,474
Special Rate	5,453
Grants & Contributions	1,358
Section 94	3,519
Other Reserves	22,459
Loans *	13,463
Total	54,615

* Includes new loan borrowings and transfers from unspent loan reserves

New Loan Borrowings

Proposed new loans in 2012/13 are $13.463M:

Core loans $ 3.463M

Operations Centre $10.00M

As noted earlier, subject to funding being made available, it is proposed to borrow $20M as part of this scheme in 3 annual instalments of $6.5M in 2012/13, $6.5M in 2013/14 and $7M in 2014/15. These borrowings will result in an interest subsidy of $4.85M over a 10 year period.

Reserves

Included in the draft Operational Plan is a schedule showing the proposed transfers to and from reserves included within the 2012/13 Budget, and the opening and closing balances for each Reserve.

Updated Long Term Financial Plan and Forward Estimates 2012-2022

Last year Council adopted its Long Term Financial Plan to 2019/20 and incorporated those forward estimates in its Delivery Program 2010-2014. The LTFP has been reviewed and extended to 2021/22. The significant changes are:

· Changes to debt, debt servicing and expenditure related to the Civic Place project incorporating recent changes to arrangements with respect to the Civic Place project

· Interest on investments return increased to 6% for 2012/13 to 2013/2014 due to anticipated improvements in financial markets.

· Employee costs amended following reductions to recognise vacancy periods due to staff turnover

· Capital expenditure revised and updated

· Inclusion of debt reduction of $6..2M

Overall the review has resulted in an improvement in Council’s projected annual operating results (excluding capital grants and contributions) over the period of the LTFP. Council will still eliminate its deficit as planned in 2014/15 however the surplus will be $1.4M rather than the previously predicted $2.7M.

The LTFP aims to achieve the following major objectives:

· Break-even / surplus operating result before capital revenue by 2014/15

· Provide additional funding of $6M/yr for asset renewal (replacement) and $1M/yr for asset maintenance.

· Provide additional funding to support capital expenditure on key projects to position Parramatta as Sydney’s second CBD.

CONSULTATION & TIMING

As noted above, the draft Operational Plan has been developed over a series of workshops and briefings attended by Councillors and staff.

During the exhibition period the community will be given the opportunity to discuss the contents of the Draft Plan with Councillors and staff and to make submissions for Council’s consideration.

The exhibition period must be for a minimum of 28 days and Council is required under the Local Government Act to adopt by 30 June, its Operational Plan for the following year commencing 1 July.

Manager Finance

Alistair Cochrane

Attachments:

1 View	Draft Amended Delivery Program 2010/11 - 2013/14 and Draft Operational Plan 2012/13 (Under Separate Cover)	0 Pages
2 View	Draft Fees and Charges 2012/13 - Copies previously circulated for Councillors' workshop (Under Separate Cover)	85 Pages
3 View	Updated Long Term Financial Plan (Under Separate Cover)	0 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 11.4

GOVERNANCE AND CORPORATE

ITEM NUMBER 11.4

SUBJECT Investments Report for January 2012

REFERENCE F2009/00971 - D02278614

REPORT OF Manager Finance

PURPOSE:

To inform Council of the investment portfolio performance for the month of January 2012.

RECOMMENDATION

That Council receives and notes the investments report for January 2012.

BACKGROUND

1. In accordance with clause 212 of the Local Government (General) Regulation 2005, a report setting out details of all money invested must be presented to Council on a monthly basis.

2. The report must include a certificate as to whether or not the investments have been made in accordance with the Act, the Regulations and the investment policy of Council.

ISSUES/OPTIONS/CONSEQUENCES

3. The closing balance of Council’s investment portfolio as at the 31st January 2012 was $83.02M. The weighted average Funds held throughout the period was approximately $83.8M.

4. Council holds a diversified range of investment products which include:

· Managed Funds

· Term Deposits (Including Investment – Loan offsets)

· Floating Rate Notes

· Cash at call

Council engages CPG Research and Advisory for assistance in all investment matter’s relating to advice, risk and portfolio weighting.

5. The weighted average interest rate on Council’s investments for the month of January 2012 versus the UBSA Bank Bill Index is as follows:

Monthly Annualised

Total Portfolio 0.62% 7.44%

Funds Managers 0.95% 11.42%

UBSA Bank Bill Index 0.40% 4.85%

NB: Annualised rates for Managed Funds are calculated on a compounding basis assuming that the interest returns are added to the initial investment amount and reinvested.

6. The investment portfolio outperformed the UBSA Bank Bill Index by approximately 2.59%. This outperformance can be attributed the CFS Global Credit Fund (14.48%). Managed funds gained value due to a rally in equity and credit markets. Equities were up around 5% in Jan while in credit markets, we saw a narrowing of spreads causing upwards revaluations in the underlying securities in the managed fund portfolios.

7. Term deposits make up approximately 63% of total holdings and have interest rates ranging from 5.80% to 7.40%. These premium rates will soften the impact of a reduction in income over the next financial year should rates continue to fall as predicted. However Council will still be subjected to some rollover risk as funds mature and reinvestment options become limited.

8. Finance increased the interest income forecast by $400k at the December 2011 Quarterly review. The total Interest income forecast for the current financial year is now $3.6M. This annual forecast appears conservative in comparison to the current year to date actual. CPG Research and Advisory have advised however that due to the current European debt crisis, managed funds could suffer some loss in value over the next 3 to 6 months. This possibility has been factored into the December forecast.

9. The following details are provided on the attachments for information:

Graph – Comparison of average funds invested with loans balance

Graph – Average interest rate comparison to Bank Bill Index

Graphs – Investments and loans interest compared to budget

Summary of investment portfolio

10. The Certificate of Investments for January 2012 is provided below:

Certificate of Investments

I hereby certify that the investments for the month of January 12 have been made in accordance with the Act, the Regulations and Council’s Investment Policy.

11. There is no standard report attachment - detailed submission - attached to this report.

Alistair Cochrane

Manager Finance

Attachments:

1 View	Investments & Loans - Performance	1 Page
2 View	Summary of Investments Portfolio	2 Pages

REFERENCE MATERIAL

Council 26 March 2012 Item 12.1

NOTICE OF MOTION

ITEM NUMBER 12.1

SUBJECT Window Height Controls

REFERENCE F2004/07126 - D02293494

REPORT OF Councillor G J Elmore

To be Moved by Councillor G J Elmore

RECOMMENDATION

(a) That, Council immediately include as a condition of development approval in new homes and apartments where windows more than two metres off the ground be fitted with window locks that limit the window being opened more than 125mm or alternatively have reinforced screens to prevent children falling from open windows. This is necessary so that developments comply with the new National Construction Code commencing May 2013.

(b) Further, that Council investigate, prepare a report on the design requirements, ventilation issues, review and recommend (including financial incentives that may be available) what can be done to encourage the Owners of existing residential buildings to install safety devices on all windows more than two metres above ground level so as to bring existing residential buildings in line with new buildings to be constructed.

BACKGROUND

The Australian Building Codes Board has ruled that new homes and apartments where windows are more than two metres above ground level must be fitted with window locks that limit windows being opened more than 125mm or alternatively have reinforced screens fitted to prevent children falling from windows. The changes will come into affect on commencement of the National Construction Codes in May 2013.

Currently, there are no requirements for window limiting locks or reinforced screens to be fitted to existing residential apartments.

With the cost of housing increasing in the LGA more and more families are forced to live in apartment type developments.

We are disturbed by the number of recent deaths or life changing injuries caused by young children falling from unprotected upper floor windows. At least one of these children died at Granville a few years ago.

On 3 January 2012 the Sydney Morning reported, on average, one child per week is taken to hospital in Australia after falling out of a window and according to Westmead Children’s Hospital, 80 per cent of these children have significant injuries and four out of five are under five years of age.

The Australian Building Codes Board estimates locks cost from $20-$70 each and reinforced screens average cost is $130 per window. This is a small investment to prevent a tragedy in the future and must be included as a condition of consent from today. Furthermore, as a matter of urgency existing Apartments have a scheme in place to retrospective fit window limiting locks or reinforced screens.

Just like swimming pool safety fences window limiting locks or reinforced screens are likely to prevent serious injury or the loss of a young life.

OFFICER’S COMMENTS – Ms Louise Kerr, Manager Development Services

The issue of child safety in high rise residential buildings is an important issue which is currently the subject of much discussion within both the building industry and child safety groups. There are quite divergent views on what is the most appropriate method of minimising the risks.

In 2008 the Children's Hospital at Westmead (CHW) identified falls from residential buildings as an increasing cause of injury, often associated with serious and fatal injuries. As a result, the Centre for Trauma Care, Prevention, Education and Research at CHW, together with the Kids Health Promotion Unit at CHW, established the 'Working Party for the Prevention of Children Falling from Residential Buildings'. The CHW Working Party in February 2011 released a discusison paper on the issue which is available for reviewing on their website.

The Australian Buildings Code Board has announced that their discussion paper on this important issue will be released for public comment in June 2012. From what officers understand there will be no amendments to the BCA this year on this matter, but there could be possible inclusions in BCA 2103 which would come into force on 1 May 2013 and at this stage there are no details on what the specific standards will require.

Ensuring that openings and balustrades in high rise residential buildings do not pose a threat to child safety is important, but in the absence of state or national standards the various methods of ensuring safety need to be carefully considered.

As an example, the incorporation of bars on windows poses a fire and life safety issue as it prevents access to a building in the event of an emergency and they are not favoured by NSW Fire and Rescue. Another consideration must also be the aesthetic treatment of the bars/coverings as they are often not attractive.

Restricting the opening width of the windows also poses a risk in relation to the device fitted, as most on the market are adjustable. In addition if the width of the opening is restricted consideration needs to be be given to the amenity impacts on the room that it serves. Provision of the required amount of natural light required to comply with the Building Code of Australia is not lilkely to be an issue in most cases, however achievement of the minimum 5% ventilation standard could be a problem.

Attachments:

There are no attachments for this report.

Sue Coleman – Group Manager City Services			Assistant Minutes Clerk – Joy Bramham
Greg Smith – Group Manager Corporate			Minutes Clerk – Grant Davies
Sue Weatherley–Group Manager Outcomes & Development

Clr Paul Barber – Caroline Chisholm Ward			Clr John Chedid – Elizabeth Macarthur Ward
Clr Mark Lack – Elizabeth Macarthur Ward			Clr Paul Garrard - Woodville Ward
Clr Glenn Elmore – Woodville Ward			Clr Scott Lloyd – Caroline Chisholm Ward
Clr Pierre Esber– Lachlan Macquarie Ward			Clr Andrew Wilson, Deputy Lord Mayor – Lachlan Macquarie Ward
Clr Prabir Maitra – Arthur Phillip Ward			Clr Andrew Bide – Caroline Chisholm Ward
Clr Julia Finn – Arthur Phillip Ward	Clr Michael McDermott - Elizabeth Macarthur Ward	Clr Antoine (Tony) Issa, OAM MP – Woodville Ward	Clr Chiang Lim– Arthur Phillip Ward

1 View	Proposed Civic Office Expenses and Facilities Policy (Under Separate Cover)	0 Pages
2 View	Summary of proposed amendments to Policy	13 Pages
3 View	DLG Guidelines	34 Pages

1 View	Section 79C Report	28 Pages
2 View	Location Plan	1 Page
3 View	Architectural Plans	3 Pages
4 View	Heritage Inventory Sheet	1 Page
5	Architectural Plans- Confidential	1 Page

1 View	Section 79C Assessment Report	27 Pages
2 View	Locality Map	1 Page
3 View	Plans	4 Pages
4 View	Heritage Inventory Sheet	1 Page