Agenda of Ordinary Meeting of Council

Reports submitted to the Ordinary Meeting of Council to be held on Monday 10 September 2018.

Ordinary Meeting of Council AGENDA AND BUSINESS PAPER

Monday 10 September 2018

ORDER OF BUSINESS:

CLAUSE PRECIS PAGE

PRAYER 3

ACKNOWLEDGEMENT OF COUNTRY 3

APOLOGIES 3

CONFIRMATIONS OF MINUTES 3

CM-1 ORDINARY COUNCIL MEETING - 27 AUGUST 2018

DECLARATIONS OF INTEREST 3

Mayoral Minute

MM-1 MAYORAL MINUTE - DEBRIEF FROM THE ANNUAL RAF MEMORIAL CEREMONY IN HAMONT-ACHEL, BELGIUM 4

Motions Of Which Due Notice Has Been Given

NOM-1 NOTICE OF MOTION - access and affordability for SES volunteers at the Oasis Aquatic Centre 5

Reports from Staff

RP-1 ELECTION PROCESS - MAYOR AND DEPUTY MAYOR 2018 - 2020 7

RP-2 Gender Equity Report 13

RP-3 Civic Theatre Masterplan - Grant Application 22

RP-4 AUDIT, RISK AND IMPROVEMENT COMMITTEE ANNUAL REPORT 30

RP-5 NATIVE TITLE MANAGEMENT 47

RP-6 2017/2018 END OF YEAR PERFORMANCE REPORT 55

RP-7 Proposed update to Council's Revenue & Pricing Policy 2018/19 - Waste Services 59

RP-8 Section 356 Donation requests - September 2018 66

RP-9 SUPPORT FOR TABLE TENNIS FACILITY AT HENWOOD PARK 74

RP-10 Response to Questions/Business with Notice 76

RP-11 Tatton Drain – Installation of a Temporary Weir Wall 78

Committee Minutes

M-1 Audit, Risk and Improvement Committee Minutes - 10 August 2018 80

QUESTIONS/BUSINESS WITH NOTICE 92

Confidential Reports

CONF-1 PROPOSED ACQUISITION OF WIRADJURI WALKING TRACK EASEMENTS 93

CONF-2 FUTURE USE - 99 PETER STREET, WAGGA WAGGA 94

CONF-3 RFT 2018-29 ENERGY PERFORMANCE CONTRACT 95

CONF-4 RFT2018-35 ENVIRONMENTAL REPORTING 96

CONF-5 RFQ2018-528 Supply of Two Road Maintenance Patching Units 97

CONF-6 RFQ2019-507 - WAGGA WAGGA MAIN CITY LEVEE - STAGE 1 PHASE 3 EARTHWORKS 98

PRAYER

ACKNOWLEDGEMENT OF COUNTRY

APOLOGIES

Confirmation of Minutes

CM-1 ORDINARY COUNCIL MEETING - 27 AUGUST 2018

Recommendation

That the Minutes of the proceedings of the Ordinary Council Meeting held on 27 August 2018 be confirmed as a true and accurate record.

Attachments

1 ⇩.

Minutes - Ordinary Council Meeting - 27 August 2018

DECLARATIONS OF INTEREST

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-1

Reports from Staff

RP-1 ELECTION PROCESS - MAYOR AND DEPUTY MAYOR 2018 - 2020

Author: Nicole Johnson

General Manager: Peter Thompson

Analysis:

The purpose of this report is to provide information, which will facilitate the election of the Mayor and Deputy Mayor to be held on Monday, 24 September 2018.

Recommendation

That Council note the process for the election of Mayor and Deputy Mayor for the 2018 – 2020 term.

Report

For councils that do not have a popularly elected Mayor, the Mayor is to be elected by the Councillors from among the Councillors (s227 of the Local Government Act 1993 (the Act)). The Councillor elected as Mayor at the meeting on 24 September 2018 will hold office until September 2020.

Section 225 of the Act requires Council to have a Mayor who is elected in accordance with the provisions of the Act. The election must be held during the month of September (s290 of the Act).

Election of Mayor – September 2018 to September 2020

The procedure to be followed for the election of Mayor is outlined in Part 11 of the Local Government (General) Regulation 2005, and is reproduced hereunder:

Part 1 - Preliminary

Returning Officer

1. The General Manager, Mr Peter Thompson will be the returning officer for the election to be held on 24 September 2018.

Nomination

2. (1) A Councillor may be nominated without notice for election as Mayor or Deputy Mayor.

(2) The nomination is to be made in writing by two or more Councillors one of whom may be the nominee. The nomination is not valid unless the nominee has indicated consent to the nomination in writing.

(3) The nomination is to be delivered or sent to the Returning Officer prior to the start of the 24 September 2018 Council Meeting.

(4) The Returning Officer is to announce the names of the nominees at the council meeting at which the election is to be held.

Election

3. (1) If only one Councillor is nominated, that Councillor is elected.

(2) If more than one Councillor is nominated, the council is to resolve whether the election is to proceed by preferential ballot, by ordinary ballot or by open voting.

(3) The election is to be held at the council meeting at which the council resolves on the method of voting.

(4) In this clause:

"ordinary ballot" has its normal meaning of secret ballot.

"open voting" means voting by a show of hands or similar means.

Part 2 - Ordinary ballot or open voting

Application of Part

4. This Part applies if the election proceeds by ordinary ballot or by open voting.

Marking of ballot-papers

5. (1) If the election proceeds by ordinary ballot, the Returning Officer is to decide the manner in which votes are to be marked on the ballot-papers.

(2) The formality of a ballot-paper under this Part must be determined in accordance with clause 345 (1) (b) and (c) and (6) of the Regulation as if it were a ballot-paper referred to in that clause.

(3) An informal ballot-paper must be rejected at the count.

Count-2 candidates

6. (1) If there are only two candidates, the candidate with the higher number of votes is elected.

(2) If there are only two candidates and the votes are tied, the one elected is to be chosen by lot.

7. (1) If there are three or more candidates, the one with the lowest number of votes is to be excluded.

(2 If three or more candidates then remain, a further vote is to be taken of those candidates and the one with the lowest number of votes from that further vote is to be excluded.

(3) If, after that, three or more candidates still remain, the procedure set out in subclause (2) is to be repeated until only two candidates remain.

(4) A further vote is to be taken of the two remaining candidates.

(5) Clause 6 of the Schedule then applies to the determination of the election as if the two remaining candidates had been the only candidates.

(6) If at any stage during a count under subclause (1) or (2), two or more candidates are tied on the lowest number of votes, the one excluded is to be chosen by lot.

Part 3 - Preferential Ballot

Application of Part

8. This Part applies if the election proceeds by preferential ballot.

Ballot-papers and voting

9. (1) The ballot-papers are to contain the names of all the candidates. The councillors are to mark their votes by placing the numbers “1”, “2” and so on against the various names so as to indicate the order of their preference for all the candidates.

(2) The formality of a ballot-paper under this Part is to be determined in accordance with clause 345 (1) (b) and (c) and (5) of the Regulation as if it were a ballot-paper referred to in that clause.

(3) An informal ballot-paper must be rejected at the count.

Count

10. (1) If a candidate has an absolute majority of first preference votes, that candidate is elected.

(2) If not, the candidate with the lowest number of first preference votes is excluded and the votes on the unexhausted ballot-papers counted to him or her are transferred to the candidates with second preferences on those ballot-papers.

(3) A candidate who then has an absolute majority of votes is elected, but, if no candidate then has an absolute majority of votes, the process of excluding the candidate who has the lowest number of votes and counting each of his or her unexhausted ballot-papers to the candidates remaining in the election next in order of the voter’s preference is repeated until one candidate has received an absolute majority of votes. The latter is elected.

(4) In this clause, "absolute majority", in relation to votes, means a number that is more than one-half of the number of unexhausted formal ballot-papers.

Tied candidates

11. (1) If, on any count of votes, there are two candidates in, or remaining in, the election and the numbers of votes cast for the two candidates are equal-the candidate whose name is first chosen by lot is taken to have received an absolute majority of votes and is therefore taken to be elected.

(2) If, on any count of votes, there are three or more candidates in, or remaining in, the election and the numbers of votes cast for two or more candidates are equal and those candidates are the ones with the lowest number of votes on the count of the votes-the candidate whose name is first chosen by lot is taken to have the lowest number of votes and is therefore excluded.

Part 4 - General

Choosing by lot

12. To choose a candidate by lot, the names of the candidates who have equal numbers of votes are written on similar slips of paper by the Returning Officer, the slips are folded by the Returning Officer so as to prevent the names being seen, the slips are mixed and one is drawn at random by the Returning Officer and the candidate whose name is on the drawn slip is chosen.

Result

13. The result of the election (including the name of the candidate elected as Mayor or Deputy Mayor) is:

(a) to be declared to the Councillors at the council meeting at which the election is held by the Returning Officer, and

(b) to be delivered or sent to the Director-General and to the Secretary of Local Government New South Wales (LGNSW).

Note: It is recommended that as in previous years, the election proceed by ordinary ballot.

Election of Deputy Mayor – September 2018 to September 2020

In accordance with the provisions of Section 231 of the Local Government Act 1993, the Council may elect one of its members to act as Deputy Mayor either for the Mayoral term or for a shorter term as may be resolved by the Council. Further, the Deputy Mayor may exercise any function of the Mayor, at the request of the Mayor or if the Mayor is prevented by illness, absence or otherwise from exercising the function or if there is a casual vacancy in the office of the Mayor.

The election provisions of Part 11 of the Local Government (General) Regulation 2005 also relate to the Deputy Mayor.

It has been Council’s normal practice to elect a Deputy Mayor for the same Mayoral term, immediately following the election of the Mayor.

Financial Implications

N/A

Policy and Legislation

N/A

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We have leaders that represent us

Risk Management Issues for Council

No specific issues identified.

Internal / External Consultation

N/A

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-2

RP-2 Gender Equity Report

Author: Fiona Piltz

Director: Janice Summerhayes

Analysis:

The Wagga Women’s Health Centre (WWHC) completed a research project in 2017 on Domestic and Family Violence (DFV) in Wagga Wagga. Following this research the WWHC in February this year submitted a funding application to the NSW Government’s Domestic and Family Violence Innovation Fund seeking more than $1.2 million in funding to implement a community-wide project aimed at reducing the incidence of domestic violence in Wagga Wagga.

This application was successful, with $1,259,075 (exclusive of GST) being allocated over a three year period commencing this financial year. The funded project proposes a Wagga Wagga City Council partnership with the WWHC for delivery of this project. Council has an opportunity to demonstrate leadership, collaboration and support across the community in the area of DFV through an auspice and project management model of this initiative.

Recommendation

That Council:

a partner with the Wagga Women’s Health Centre (WWHC) to deliver the Wagga Wagga Gender Equity Project based on the project delivery model as outlined in this report

b accept the funds as secured by the Department of Family and Community Services (FACS) for the delivery of this project where Council is the auspice and project manager

c delegate authority to the General Manager or their delegate to enter into an agreement with WWHC that stipulates that the WWHC accept responsibility should any component of the project not be delivered due to the scope, timeframes and outputs being determined without input from Council

d authorise the affixing of Council’s Common Seal to all relevant documents as required

Report

Background

Wagga Wagga's recorded rate of Domestic and Family Violence (DFV) is 29% higher than the NSW average. It has increased 40% in the last five years, while the NSW average has remained stable (Bureau of Crime Statistics and Research).

In 2016, the Wagga Women's Health Centre (WWHC) undertook a Community Attitudes survey in Wagga Wagga, which was a partnership with Charles Sturt University and funded by Wollundry Rotary through funds raised at the Food and Wine Festival. This identified that many community members:

· hold low support for gender equality;

· adhere to rigid or stereotypical gender roles; and

· hold attitudes and beliefs that justify or excuse, trivialise or minimise DFV, and blame the victim.

Following the 2016/2017 research project the WWHC submitted in February this year, a funding application to the NSW Government’s Domestic and Family Violence Innovation Fund seeking more than $1.2 million in funding to implement a community-wide project aimed at reducing the incidence of domestic violence in Wagga Wagga. The submission was developed after considering substantial community consultation held over a number of years.

On May 28 2018, the WWHC was informed that its submission was successful. The WWHC then notified Council of the submission and project on August 13 2018. The project funding is $1,259,075 (exclusive of GST) being allocated over a three year period, commencing this financial year. The project proposes a Council project delivery partnership model with the WWHC. The basis for this partnership is that Council is a large organisation that can demonstrate leadership with other organisations and as a community leader on these issues.

The project objectives would be focused on changing the attitudes and beliefs, recognising that rigid gender stereotypes and norms, and gender inequality are the main drivers of DFV and create a violence-supportive environment. (This evidence is outlined and articulated by Our Watch, the first nationwide body specifically focused on preventing violence against women). Stakeholder research and mapping also conducted by the WWHC in 2016, found that all efforts to address DFV in Wagga Wagga to date have focused on crisis response and early intervention. Primary prevention is a significant gap in Wagga Wagga's current approach to addressing DFV, one that the project plans to address with its focus on primary prevention.

The project delivery model is whereby Council would fully auspice and project manage the project with WWHC as the primary partner. This model will have milestone reporting and collaborative input on specific community aspects of the project, with a project sunset committee.

Considering the value of this project to the community in addressing key factors and drivers that contribute to DFV, there is a real opportunity for Council to be a leader through this initiative. Council staff are recommending that Council auspice and project manage the project as referenced in this report. Attached is a letter from the WWHC and project milestone details.

The Project (as per the submission)

The Gender Equity project is a whole of community primary prevention program in Wagga Wagga designed to change the attitudes, social norms and structures that drive DFV; and increase support for gender equality. The Project will educate the community on the drivers of DFV, promote gender equality and respect for women, and challenge rigid gender roles and stereotypes.

The Project is a three-year project with three key components:

1. Whole of organisational change (Wagga Wagga City Council)

Council will review and change its structures, policies and processes to reflect gender equality. This will embed change within the organisation and change its culture and staff. It will also affect community members through changes to Council services. Council will eventually provide leadership to the community and other councils on gender equality, and a model for other workplaces. The level of involvement by Council is new in NSW. Council will be both a strategic partner and also a workplace 'site' for whole of organisational change, auspicing the equity unit. Although local councils plays an active role in the prevention of DFV in Victoria, this depth of involvement by a council on DFV is new in NSW.

2. Sector engagement

We will access community members where they live, work, play and learn by dividing the community into sectors (eg. Sport; The Arts; Health, Community Services; Faith-Based; Media; Public Spaces/Infrastructure/Facilities). We will hold consultations with sectors to educate them on DFV and its drivers, and assess the sectors readiness to address gender inequality. For those sectors ready, we will hold Prevention Development Workshops to help them develop prevention activities for their sector. We will engage a Key Influencer/Sector Ambassador for each sector to encourage and promote engagement from at least 2-3 sectors.

3. Community-wide campaigns

That use multiple mediums (media, signage, TV, cinema, events) to educate community members on the links between DFV and gender inequality, challenge gender stereotypes and promote gender equality and respect for women in the community.

All three components will be implemented at the same time to saturate Wagga Wagga with multiple, mutually reinforcing messages and to accelerate change.

Project Delivery Model

The Project is a partnership with WWHC, Murrumbidgee Primary Health Network (MPHN) and Council. MPHN will represent on the project advisory committee.

The funding will be auspiced and managed by Council with direct employment of the gender equity unit staff, within the People and Culture division of Council. Reporting of project milestones will be to the other partner organisations and associated project advisory committee set up as a sunset group for the purposes of this project.

Through the community partners, DFV and prevention specialists and community ambassadors will support the project implementation and community messaging.

Project Funding

The funding being made available is $1,259,075 (exclusive of GST). The below table provides details of the breakdown of income, expenditure, salary and program costs.

ITEM	Year 1	Year 2	Year 3	TOTAL
A. INCOME
DFV Innovation Fund	$ 395,068.84	$ 436,524.31	$ 427,482.38	$ 1,259,075.53
Other Income (in kind - WWHC wages)	$ 7,480.00	$ 7,667.00	$ 7,858.68	$ 23,005.68
Other Income (in kind - volunteer wages)	$ 38,370.00	$ 39,329.25	$ 40,312.48	$ 118,011.73
Other Income (in kind - Wagga Wagga City Council)	$ 10,779.00	$ 12,023.00	$ 13,274.00	$ 36,076.00
Income total	$ 451,697.84	$ 495,543.56	$ 488,927.54	$ 1,436,168.94
B. PROGRAM COSTS
Staff Training
- Our Watch	$ 10,000.00	$ 5,000.00	$ -	$ 15,000.00
- Gender Audit/Analysis training	$ 2,500.00	$ -	$ -	$ 2,500.00
Office Costs	$ 12,443.70	$ 12,754.79	$ 13,073.66	$ 38,272.15
Salaries and Wages with on Costs
Gender Equity Officer - 0.8 FTE	$ 71,063.69	$ 72,840.28	$ 74,661.29	$ 218,565.26
Project Manager - 1 FTE	$ 106,746.59	$ 109,415.25	$ 112,150.63	$ 328,312.47
Marketing & Communications Coord - 0.8 FTE	$ 71,063.69	$ 72,840.28	$ 74,661.29	$ 218,565.26
Prevention Specialist - Contract	$ 15,000.00	$ 15,000.00	$ 7,500.00	$ 37,500.00
Facilitator - Contract	$ 1,350.00	$ 3,150.00	$ 4,500.00	$ 9,000.00
WWHC Manager and Finance Officer	$ 7,480.00	$ 7,667.00	$ 7,858.68	$ 23,005.67
Monitoring and Evaluation (5-10% of total budget allowable)
Advertising and Promotion	$ 80,000.00	$ 120,000.00	$ 120,000.00	$ 320,000.00
Program costs total	$ 377,647.66	$ 418,667.61	$ 414,405.55	$ 1,210,720.81
ITEM	Year 1	Year 2	Year 3	TOTAL
C. MANAGEMENT COSTS (10% maximum of total budget allowable)
Management Fee - Wagga Wagga City Council/Wagga Women's Health Centre	$ 17,421.18	$ 17,856.71	$ 13,076.83	$ 48,354.72
Management costs total	$ 17,421.18	$ 17,856.71	$ 13,076.83	$ 48,354.72
Budget Total (program costs + management costs)	$ 395,068.84	$ 436,524.31	$ 427,482.38	$ 1,259,075.53

The Project Team

Council will directly employ the project team under an auspice arrangement.

Position Title	Functions	FTE
Project Manager	Project management; planning/coordination; financial management; relationship management; negotiation; monitoring & evaluation	1.0
Marketing/Communications Officer	Marketing/Communications; community engagement; developing campaigns, promotion and coordinating events	0.8
Equity Officer	Staff member to support delivery of key aspects WWCC delivery, focusing on whole of organisation change.	0.8

Additional resources which have been budgeted for will be contracted as required throughout the project including;

· Expert facilitators for assisting with consultation, engagement and expertise in the area of DFV; working with community sector on social issues and;

· A prevention specialist contracted for subject matter expertise in the area of DFV, focusing on DFV awareness campaigns, activities and education.

Project Evaluation

The project aims to achieve:

· Increased support for gender equality in Wagga Wagga

· Increased knowledge of DFV and drivers

· Change to attitudes and beliefs that drive DFV and create violence-supportive environment

· Reach 20% of community

Methods to achieving these outcomes

· Community Attitudes survey - re-do existing Community Attitudes Survey at project end and compare with baseline (done in 2016)

· Assessment of Council internal changes at project end (comparison with baseline i.e. Audit findings)

· Community attitudes survey for Council staff at project end (compare with baseline)

· Pre and post evaluations/surveys for sector consultations and workshops and attendee lists from consultations and workshops

· Collation of all data to measure reach and community engagement data collected over 3 years and compare with baseline results from 2016 survey, as identified above.

· Evaluation/survey on experience and changes to skills/knowledge

Conclusion

Council has an opportunity to demonstrate leadership, collaboration and support across the community in the area of DFV through the project management of this initiative. Council will directly employ the gender equity unit staff. There will be an overarching Steering Committee, who will have input into the project deliverables and contribute to achieving the key milestones and outcomes from this project. This project has the potential to be far reaching and one of the first of its kind within NSW.

Financial Implications

This project is fully funded by the grant funding being made available of $1,259,075 (exclusive of GST). Council will auspice and manage the project with direct employment and engagement of the staff resources as indicated in the budget table of this report. The additional FTE’s required for this project will be employed on a temporary project basis while the project is being undertaken.

Policy and Legislation

N/A

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We are active community members

Outcome: We recognise we all have a role to play

Risk Management Issues for Council

Risk management will be addressed as part of the project management and deliverables.

Internal / External Consultation

Internal consultation has taken place with the Community Directorate, People and Culture and the Executive.

External consultation has been with the WWHC and FACS with the Office of Women reporting through that NSW structure.

Attachments

1 ⇩.	Letter from Wagga Women's Health Centre
2 .	Domestic Violence in Wagga Wagga Community Attitude Survey - Provided under separate cover
3 ⇩.	The DV Project 2650 Statistics (Infographic)

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-3

RP-3 Civic Theatre Masterplan - Grant Application

Author: Madeleine Scully

Director: Janice Summerhayes

Analysis:

To endorse a funding application to the NSW Regional Cultural Fund toward the development of the Wagga Wagga Civic Theatre Masterplan Stage 2 elements. This includes the refurbishment of the Basement Theatre and the development of a detailed plan and design for the future construction of new spaces to the existing Civic Theatre to create a multi-space contemporary Performing Arts Centre as detailed in this report.

The Wagga Wagga Civic Theatre is the smallest professional theatre left in regional NSW. This development of the Civic Theatre will bring Wagga Wagga’s Performing Arts Infrastructure into line with all other regional cities in NSW, all of which have two or more performance spaces. This report provides further information about the Wagga Wagga Civic Theatre Masterplan Stage 2 including plans, timelines and funding options.

Recommendation

That Council:

a endorse the submission of a grant application by Council to the 2018-19 round of the NSW Regional Cultural Fund for the Civic Theatre Masterplan Stage 2 elements as detailed in this report

b note that this application is the second stage in a three stage refurbishment and development of the Civic Theatre

c receive a further report should the grant application be successful

Report

At the 23 April 2018 Council meeting Council resolved to adopt the Recreation, Open Space and Community Strategy and Implementation (ROSC) Plan 2040 which included item MP4, the development of a Wagga Wagga Civic Theatre Masterplan.

The Wagga Wagga Civic Theatre has remained the same size for 55 years. It was built to meet the needs of Wagga Wagga in the early sixties when the population was 23,000. The Civic Theatre was designed for community musicals, large community plays and to function as Wagga Wagga’s town hall. Wagga Wagga’s population has tripled since then and today the theatre hosts over 140 professional and community stage performances per year, sells over 45,000 tickets and is the centre of performing arts in Wagga Wagga and the Riverina. The Civic Theatre is operating at full capacity. The theatre schedule is full by March each year with no room for growth even though more theatre producers want to hire the space and audiences want to attend.

It is timely that Council make application to the state for funding assistance toward this project. Regional councils are being actively encouraged to make application to the 2018-19 round of the NSW Regional Cultural Fund that closes on Friday 21 September 2018. This Stage 2 project funding application will allow for the detailed investigation, community consultation, planning, design and quantity surveying cost estimates to be developed that will inform Council’s Cultural Plan 2030. If successful with this funding application, the Civic Theatre Stage 2 detailed designs will assist in the preparation of future Stage 3 funding applications.

The Civic Theatre Stage 2 detailed design work to be undertaken for this cultural facility requires this amount of investment alongside the other consultation planning work that will be taking place during the development of the Cultural Plan 2030.

Extensive community consultation processes have taken place recently in the development of the Recreation, Open Space and Community Plan, the Disability Inclusion Action Plan and the Community Strategic Plan. This consultation work has raised a number of issues:

· The Wagga Wagga Civic Theatre is the only regional city left in New South Wales with one stage.

· A single 491 seat proscenium arch theatre is too small for the current and future needs of the city.

· There is a lack of rehearsal space, workshop space, show-development space for professional artists.

· There is no suitable space in Wagga Wagga for acting and theatre classes.

· There is not enough space in the city for community performances.

· The Basement Theatre is in poor condition and not accessible.

· Wagga Wagga is missing out on a range of stage performances such as cabaret, new plays, dance works, seminars, live streaming, jazz, contemporary amplified live music performances and children’s plays and shows because of a lack of suitable performance space.

· All the contemporary music venues in Wagga are 18+

The Wagga Wagga Civic Theatre is the smallest professional theatre left in regional NSW. The proposed works outlined below will bring will Wagga Wagga’s Performing Arts Infrastructure into line with all other regional cities in NSW, all of which have two or more performance spaces.

The Wagga Wagga Civic Theatre Masterplan Stage 2 will develop the plans for a multi-discipline contemporary Performing Arts Centre. This will include:

· The existing 491 seat proscenium arch (Civic Theatre)

· One 300 seat thrust theatre (see attachment)

· One 120 seat flat floor studio/rehearsal space (see attachment)

· Make the Basement Theatre leased to SOACT a fully accessible space

The proposed spaces to be constructed in the future in Stage 3 of the Civic Theatre Masterplan program will bring the capacity of the centre from 491 to 911 and compliment the outdoor event space in the Civic Precinct, creating an enviable, multi-purpose performance event space with both outdoor and indoor capabilities.

The delivery of the proposed Wagga Wagga Civic Theatre Masterplan project will be in three stages.

Stage 1

Refurbishment and access of the Civic Theatre – completed March 2018.

Stage 2 (proposed funding submission)

Refurbishment of the Basement Theatre including construction of an accessible foyer space, installation of a lift and accessible toilet, new seats, new acoustic ceiling tiles and new paint and carpet with an estimated cost of $769,682 – details have been provided to Councillors under separate cover.

Civic Theatre Masterplan – funding for a detailed plan and design towards the development of a new 300 seat thrust theatre and a 120 seat studio/rehersal space in consultation with council and community. Estimated cost $100,000.

It is proposed that funding toward Stage 2 total of $869,682 would be applied for by Council in the 2018-19 round of the NSW Regional Cultural Fund due 21 September 2018.

Stage 3

Pending successful grant funding for masterplan and endorsement at Council construction of two new spaces to the existing Civic Theatre with extended foyers, balcony and backstage areas to create a multi-space contemporary Performing Arts Centre.

Milestone Target

Stage 2 Basement Theatre refurbishment capital works program

Milestone	Start Date	Completion Date
Funding application	1 August	21 September 2018
Funding announced	February 2019	March 2019
Complete Design work on Basement	April 2019	June 2019
Development Application	July	September
Cost estimates and prepare tender documents	September 2019	October 2019
Tender Assessment	November 2019	March 2020
Final design submission to council	April 2020	April 2020
Basement Theatre Building work	September 2020	June 2021
Practical Completion	July 2021	July 2021

Stage 2 Civic Theatre Masterplan detailed design

Including proposed two new spaces to the existing Civic Theatre with extended foyers, balcony and backstage areas to create a multi-discipline contemporary Performing Arts Centre.

Milestone	Start Date	Completion Date
Funding application	1 August	21 September 2018
Funding announced	February 2019	March 2019
Engage Architect	March 2019	April 2019
Architect consultation detailed QS estimates	April 2019	July 2019
Concept Plans submitted to council	August 2019	September 2019

Councillors would be aware that the refurbishment of the Charles Sturt University’s Playhouse is currently being finalised. It should be noted that staff have been advised that the primary use for the 209 seat Playhouse Theatre will be for educational use by the University and there will be limited opportunities for use by local community organisations and event organisers.

Along with the Playhouse refurbishment, there has been recent funding announcements by the state government in relation to supporting the Riverina Conservatorium of Music to build a state of the art recital hall and a music educational campus in the former Roads and Maritime Building site in Johnson Street.

It is imperative that Councillors appreciate the difference between the usage and capabilities of the refurbished Playhouse and the Riverina Conservatorium of Music’s proposed 250-400 seat music recital hall and music education campus, to the proposed performance spaces as part of the future Stage 3 of the Civic Theatre Masterplan as described below:

Recital Hall

· Wooden room with perfect acoustics for classical music soloists or small ensembles up to chamber orchestra size.

· Often in a shoebox shape.

· While perfect for classical music, this acoustic design makes it impossible to hear speech clearly, as it not intended for this purpose.

· To achieve this acoustic resonance, recital halls have few lights, no curtains and a shallow stage.

Thrust Stage Theatre

· The shape of the room makes the audience close to the action.

· In this design, speech can be heard clearly.

· The space contains a lighting rig of over 100 lights, a range of specialty curtains, projector and screen and a deep stage for sets.

· The stage is black and can be painted.

· The space is suitable for contemporary amplified and acoustic music.

Studio Theatre (Black Box)

· The shape of this room is a rectangle or square and is intimate.

· The audience and performers share the same space

· The floor is often ‘sprung’ and therefore suitable for dance.

· Seating is not fixed and can be configured in any arrangement.

· The space includes curtains on the walls and a lighting rig in a central location.

· Staging is built to the required size and shape needed for the particular style of performance or can be stored away if not needed.

· This space is suited to workshops, classes, and small performances, acoustic or amplified performances.

Financial Implications

The $769,682 funding will cover all the capital costs of making the Basement Theatre accessible. The new foyer space will include a lift and an accessible toilet. These additional costs including regular maintenance will be incorporated into future contracts. The Basement Theatre is leased by the Wagga Wagga School of Arts (SOACT).

The $100,000 Masterplan for the Civic Theatre Stage 3 will include development of a cost benefit analysis and a feasibility study to be included in a further report back to Council.

Council staff understand from Create NSW (Cultural Infrastructure Project Management Office) that Council’s Civic Theatre Stage 1 financial contribution to the recent Civic Theatre refurbishment works of $640K, will be noted as Council’s co- contribution towards this funding application.

Policy and Legislation

Disability Inclusion Action Plan 2017-2021

Recreation, Open Space and Community Strategy and Implementation (ROSC) Plan

2040

Link to Strategic Plan

Community Place and Identity

Objective: We have opportunities to connect with others

Outcome: We activate our community spaces to promote connectedness

Risk Management Issues for Council

If this project is not undertaken staff would be unable to action the Council endorsed Recreation, Open Space and Community Strategy and Implementation (ROSC) Plan 2040 item MP4, the development of a Wagga Wagga Civic Theatre Masterplan.

This would mean that the Basement Theatre will remain inaccessible to members of the public with mobility issues and remain in a state of disrepair with limited usage. Staff would also be unable to progress consultation with the community and councillors to develop a detailed plan to develop a multi-space contemporary Performing Arts Centre to support the growing cultural needs of the City.

Internal / External Consultation

The project has been developed in response to three recent major community consultation processes including:

· Disability Inclusion Action Plan 2017-21

· Community Strategic Plan 2040

· Recreational, Open Space and Community Strategy and Implementation Plan 2040

Stakeholder meetings with SOACT and a Civic Theatre audience survey have also been undertaken recently to ensure support and consideration of future needs are incorporated into any plans going forward.

Attachments

1 ⇩.	Types of Theatre Styles
2 ⇩.	Proposed Basement Floor Plan

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-5

RP-5 NATIVE TITLE MANAGEMENT

Author: Dianne Wright

Director: Natalie Te Pohe

Analysis:

A resolution of Council is required to authorise the making of an application, or the giving of a notice to the Minister under s377(1)(s) of the Local Government Act 1993.

Recommendation

That Council authorise the General Manager or their delegate to give notice to the Minister responsible for the administration of the Crown Land Management Act 2016, of the appointment of Council’s Native Title Managers for the Wagga Wagga local government area in accordance with section 8.8 of the Act, as per the details contained within this report.

Report

The introduction of the Crown Land Management Act 2016, which came into force on 1 July 2018, changed some of Council’s responsibilities in relation to the management of Crown Land.

A key feature of the new legislation is the passing of responsibility to local government for the management of native title issues. This includes the requirement to employ or engage a native title manager, requirement of the native title manager to provide advice on certain dealings and activities relating to land, and the passing of responsibility for payment of compensation to Crown Land managers where such compensation is payable under the Native Title Act 1993.

In accordance with section 8.8 of the Crown Land Management Act 2016, Councils are required to provide the Minister administering the act with written notice of employment or engagement of native title managers. Such notice is to be provided as soon as practicable after 30 June each year, and no later than 31 October each year.

It is recommended that Council authorise the General Manager or their delegate to inform the Minister of the employment of Council’s native title managers as detailed below.

Name	Dianne Wright
Status	Employee of Council as Land & Real Property Coordinator (Finance Directorate)
Native Title Training	The employee attended Native Title Manager training provided by the Crown Solicitors Office at Young, NSW on 16 November 2017

Name	Kristyanna Irwin
Status	Employee of Council as Property Officer (Finance Directorate)
Native Title Training	The employee attended Native Title Manager training provided by the Crown Solicitors Office at Young, NSW on 16 November 2017

For the information of Councillors, a summary of matters presently being considered by Council’s native title managers is attached together with a sample native title managers report.

Financial Implications

N/A

Policy and Legislation

Crown Land Management Act 2016

8.8 Notice of native title managers to be given to Minister

(1) A responsible person for relevant land must give written notice to the Minister about:

(a) whether any person is engaged or employed as a native title manager for the responsible person, and

(b) the name and contact details of that person.

(2) The notice must be given as soon as practicable after 30 June (but not later than 31 October) of each year.

Section 377 of the Local Government Act 1993 does not permit the Council to delegate this particular function, however the Council can authorise the General Manager to undertake the function as a once-off.

Local Government Act 1993

377 General power of the council to delegate

(3) A council may, by resolution, delegate to the general manager or any other person or body (not including another employee of the council) any of the functions of the council under this or any other Act, other than the following:

(s) the making of an application, or the giving of a notice, to the Governor or Minister

Link to Strategic Plan

Community Leadership and Collaboration

Objective: City of Wagga Wagga services reflect the needs of the community

Outcome: The City of Wagga Wagga has efficient and effective processes

Risk Management Issues for Council

No specific risks identified with the notification to the Minister.

Internal / External Consultation

N/A

Attachments

1 ⇩.	Draft Native Title Manager Report
2 ⇩.	NTM Summary of matters

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-6

RP-6 2017/2018 END OF YEAR PERFORMANCE REPORT

Author: Serena Wallace

Director: Natalie Te Pohe

Analysis:

This report provides details of Council’s performance against the Combined Delivery Program and Operational Plan 2017/2018.

Recommendation

That Council accept the Performance Reports against Council’s Combined Delivery Program and Operational Plan 2017/2018.

Report

In accordance with the Integrated Planning and Reporting (IPR) framework, Council is required to report its progress against the Delivery Program on a biannual basis.

The attached reports are a summary of Council’s performance against the targets identified in the Combined Delivery Program and Operational Plan 2017/2018, covering the period 1 July 2017 to 30 June 2018.

Summary of Council’s Performance on Operations

Below is a graph summarising Council’s performance on the operational items identified in the Combined Delivery Program and Operational Plan 2017/2018.

Critical Items

Below is a summary of the comments provided for the critical items within the report.

1.1.1 Report to the community

KPI - Increase the reach of the reporting to your community web page

Due to resourcing constraints, minimal promotion of the reporting documents has been undertaken. Next financial year the team will be reviewing the design of the annual report.

1.2.1 Perform ongoing promotion of the Community Strategic Plan

KPI - Increase the number of community partners who endorse the Community Strategic Plan

A focus on communication rather than increasing a number of community partners has been the focus for this year. Council has also celebrated the one year anniversary of the adopted Community Strategic Plan with a media event promoting the progress against the plan to date.

1.2.4 Run and promote the Regional Integrated Planning and Reporting group

KPI - 85% satisfaction with Regional Integrated Planning and Reporting Group events

Due to resourcing constraints over the last 12 months, Council has not hosted any Regional IPR events.

1.5.8 Voice of the Customer satisfaction surveys

KPI - Complete 31 Voice of the Customer surveys

Staff shortages and the new waste service have impacted these surveys for the past 12 months. The surveys will recommence in October 2018.

1.6.5 Upgrade of the City of Wagga Wagga’s website

KPI - Complete update of information architecture

The full upgrade of the website was put on hold at the start of the year whilst Council recruited a web developer. A discussion paper has now been developed to provide strategic directions for our online platforms. A new events website has been developed to automate some manual processes and to provide a better user interface.

2.6.3 Provide events and programs through the Oasis Regional Aquatic Centre

KPI - Increase swim and survive bookings

This year the Swim and Survive program changed from a four term system to a three session system. This change has led to a drop in attendance during mid-year. The change from a 4 term school program to a 3 session program was due to one of the recommendations from the Oasis Aquatic Centre Service review conducted by Warren Green consulting and endorsed by Council.

Due to the new change a number of current customers withdrew from the program. Due to changes in their schedule Council officers are expecting an overall increase in the future once customers adapt to the new format.

4.1.2 Develop, administer and implement the Public Art Plan

KPI – Increase the average number of applications for expressions of interest

The cultural officer resigned at the start of 2018 which has impacted on delivery of this project in 17/18. Recruitment is currently underway to fill this vacancy

4.6.4 Support and implement cultural programming and events

KPI – Maintain the amount of workshop programs

The cultural officer resigned at the start of 2018 which has impacted on delivery of this project in 17/18. Recruitment is currently underway to fill this vacancy

5.1.8 Asses, issue and provide inspections for Subdivision Construction Certificates

KPI - Subdivision Construction Certificate applications are determined within 10 business days

The process for assessing Subdivision Construction Certificates cannot be completed in 10 days. It is recommended that the time frame be reviewed and adjusted.

Financial Implications

The finalisation of Council’s 2017/18 financial year results is in the process of being undertaken. The 2017/18 financial statements will be presented for adoption at the 29 October 2018 Council meeting.

Policy and Legislation

NSW Local Government Act 1993

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We are accountable and transparent

Risk Management Issues for Council

No specific issues identified.

Internal / External Consultation

Information from the relevant responsible officers has been collected in order to produce the attached report.

The information contained in the performance report will be used to inform the community of Council’s performance through the annual report, Council News and Council’s website.

Attachments

1.	Performance Report 2017-18 - Provided under separate cover
2.	Projects Report 2017-18 - Provided under separate cover

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-7

RP-7 Proposed update to Council's Revenue & Pricing Policy 2018/19 - Waste Services

Author: Craig Katsoolis

Director: Natalie Te Pohe

Analysis:

The report proposes to update Council’s Revenue and Pricing Policy 2018/19.

The update to the Fees and Charges document will assist in providing clarification around the criteria for providing additional and/or concessional waste services.

Recommendation

That Council:

a place the following new fees and charges, and the further explanatory notes for Council’s Revenue and Pricing Policy 2018/19 on public exhibition for a period of 28 days from 15 September 2018 to 13 October 2018:

Item Number	Fee and Charge Description	Pricing Policy ID	Basis	2018/19 Fee (exclusive of GST)	GST	2018/19 Fee (inclusive of GST)
NEW	Urban Area: Scheduled Off Week Commercial Pickup Service: 1-2 Bins Provided to Preschools /Schools/Nursing Homes /Childcare Centres etc. on application and subject to Council Officer approval.	C	140/240L 1-2 bins onsite Each	$17.00	$0.00	$17.00
NEW	Urban Area: Scheduled Off Week Commercial Pickup Service: 3-5 Bins Provided to Preschools /Schools/Nursing Homes /Childcare Centres etc. on application and subject to Council Officer approval.	C	140L/240L 3-5 bins onsite Each	$9.20	$0.00	$9.20
NEW	Urban Area: Scheduled Off Week Commercial Pickup Service : Over 5 Bins Provided to Preschools /Schools/Nursing Homes /Childcare Centres etc. on application and subject to Council Officer approval.	C	140/240L over 5 bins onsite Each	$7.00	$0.00	$7.00
NEW	Rural Areas & Villages: Scheduled Off Week Commercial Pickup Service: Each Bin Provided to Preschools /Schools/Nursing Homes /Childcare Centres etc. on application and subject to Council Officer approval.	C	140/240L bins Each	$17.00	$0.00	$17.00
NEW	Medical Needs: 1 Additional Domestic Waste Bin: Provided on application and Council Officer approval – one additional general waste bin per residential household – Supporting documentation e.g. Doctors Certificate or similar documents to be provided that allow verification of the need for the additional domestic waste bin is required to be provided. Annual validation of the application is required by the submission of current documentation as detailed above.	E	(1) x 140L Bin	$0.00	$0.00	$0.00
NEW	Large Family (5 or more dependents under the age of 18 residing at address ): 1 Additional Domestic Waste Bin: Provided on application and Council Officer approval – one additional general waste bin per residential household – Supporting documentation e.g. Medicare card /School Letter or similar documents to be provided that allow verification of the number of dependents under 18 years of age currently residing at the applicants resident. Annual validation of the application is required by the submission of current documentation as detailed above.	E	(1) x 140L Bin	$0.00	$0.00	$0.00
Amendment to Existing Charge Item Number 0904 (Rateable Non Residential vacant land has been excluded from this charge)	Waste Management Service Charge – Vacant Residential Land To be applied to each parcel of undeveloped rateable residential land within the waste collection service areas of Wagga Wagga , North Wagga , Gumly Gumly,Forest Hill , Kappoka, Tarcutta , Managoplah , Oura , Ladysmith,Brucedale,Uranquinty,Bomen and Cartwrights Hill	C	Per Property	$34.00	$0.00	$34.00
Insertion – Additional Information –Councils 2018/19 Revenue & Pricing Policy	Opt Out Option - Commercial Waste Service – Non Residential (Commercial) Property Owners) & Non Rateable Properties (Non Residential) May elect to Opt Out of Council’s Commercial Waste Service	N/A	N/A	N/A	N/A	N/A

b invite submissions from the community in relation to these fees and explanatory notes until 29 October 2018

c receive a further report following the exhibition and submission period:

i addressing any submissions made in respect of the proposed amendments to Council’s Revenue and Pricing Policy 2018/19

ii proposing adoption of the Policy amendments unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period

Report

The transition to the new waste service provides service enhancements including significant environmental outcomes through the introduction of the domestic FOGO (Food Organics and Garden Organics) waste service, and offering a recycling service for non-residential (commercial) ratepayers/non-rateable organisations. This has been a major logistical exercise.

It is noted that a number of requests have been received from business, community organisations and residents for variations to the standard waste service provided by Council, to accommodate their specific circumstances such as health requirements and service capacity.

For clarity of application of Council’s waste service charges it is proposed to add further detail in Councils Fees and Charges document regarding the waste service options available for non-residential (commercial) ratepayers and non‑rateable properties i.e. State and Federal government properties.

Medical/Health/Schools – Need for an additional Service pickup on off weeks

A small number of facilities including Child Care Centres, Preschools, Nursing Homes and Schools have requested an off week waste service pickup given their significant public health obligations.

Council’s current waste contract makes provision to provide an off week service.

It is proposed to provide the above type of facilities, upon application, the option of an off week waste pickup service subject to Council approval, and on a cost recovery basis. It is noted that the cost for the off week pickup service may vary due to factors such as the location of the facility.

The advised pickup rates for the off week services are:

Urban Area

· Weekly commercial waste 140/240L 1-2 bins onsite (off week) - $17.00 per bin per service ex GST

· Weekly commercial waste 140L/240L 3-5 bins onsite (off week) - $9.20 per bin per service ex GST

· Weekly commercial waste 140/240L over 5 bins onsite (off week) – $7.00 per bin per service ex GST

Rural Areas & Villages- $17.00 per bin per service ex GST

Medical Needs – additional waste bin at no charge

A number of residents who have medical issues can require an additional waste bin. It is proposed to provide an additional waste bin at no charge on application, and with Council officer approval as a community service.

The medical needs resident would be provided the additional bin upon application accompanied with supporting documentation e.g. Medical Certificate.

It has been the practice to provide, upon application, an additional general waste bin at no charge. However, there would be a requirement for validation of the need for the additional bin on an annual basis, given circumstances may change.

For added clarity this concession is recommended to be included in Council’s Fees and Charges Policy.

It is also proposed that after consideration of the public submissions received, an appropriate delegation be provided by Council to the General Manager, who in turn will delegate a waste service officer/s to review each application and accompanying supporting documentation. This matter may be delegated as the financial assistance program was outlined in the draft operational plan that was adopted by Council in June 2018.

Large Families – additional waste bin at no charge

Larger size families may require an additional general waste bin. A larger family is defined for the purposes of this concession as a household where there are five or more dependents under the age of 18 living at the one address.

It has been the practice to provide, upon application, an additional general waste bin at no charge to property owners who have demonstrated their property has five or more dependents residing at the property.

Validation documentation may include a Medicare card – with dependant listing, school attendance verification, Statutory Declaration witnessed by JP or other documentation that can reasonably allow confirmation of the number of dependents under the age of 18 currently residing at the property. However, there would be a requirement for validation of the need for the additional bin on an annual basis given circumstances may change.

For added clarity this concession is recommended to be included in Council’s Fees and Charges Policy.

It is proposed that after consideration of the public submissions received, an appropriate delegation be provided by Council to the General Manager, who in turn will delegate a waste service officer/s to review each application and accompanying supporting documentation. This matter may be delegated as the financial assistance program was outlined in the draft operational plan that was adopted by Council in June 2018.

Opt Out Option - Non-Residential (Commercial Properties and Non-Rateable Properties)

It is proposed to update Council’s current adopted Revenue and Pricing Policy 2018/19 to note clearly the Opt Out Option from Council’s Commercial Waste Service available for Non-Residential (Commercial Properties and Non-Rateable Properties).

Non-Residential (Commercial) Ratepayers

Non-residential (commercial) ratepayers have the option to opt out of Council’s commercial waste service. A number of these ratepayers have advised that Council’s commercial waste service is not suitable for their waste collection needs e.g. can be due to reasons including the volume of waste they generate and/or the nature of the waste generated by the business.

Non-Rateable Properties

Non-rateable properties (non-residential use) for example hospitals, schools, churches, halls owned by charities etc. under the provisions of the Local Government Act 1993 are not required to use Council’s commercial waste service.

For clarity of application, it is proposed to note the above provisions in Council’s Revenue & Pricing Policy 2018/19.

Waste Management Service Charge – Vacant

Charge Item 0904 Waste Management Service Charge – Vacant currently applies to all undeveloped rateable vacant land within the waste collection service areas of Wagga Wagga, North Wagga, Gumly Gumly, Forest Hill, Kapooka, Tarcutta, Managoplah, Oura, Ladysmith, Brucedale, Uranquinty, Bomen and Cartwrights Hill.

As Non Residential (Commercial) rateable landowners have the option to opt out of Council’s commercial waste service it is appropriate to amend Charge Item 0904 to include only vacant Rateable Residential Land. The cost of the proposed change is approximately $5,100 (approximately 150 properties) which can be absorbed by the Waste Services Business Unit.

Financial Implications

Council has received a number of requests from facilities such as preschools, nursing homes, medical needs residents, and larger size families for additional waste services. The overall cost of the additional service may be recovered on a cost recovery basis and/or be provided as a concession, as noted in the body of the report.

The financial impact of the concessions including the Opt Out option for the commercial service will be monitored. The waste service budget is significant with approximately $12.8M per year in generated income.

Weekly services have been implemented for some businesses where requested and where there is a requirement due to the types of wastes produced.

The business unit will absorb the costs associated with the weekly services until the respective fees has been approved by Council, and implemented as charges to the respective businesses.

Councils Fees and Charges are reviewed annually and proposed adjustments can be submitted for consideration if required.

Policy and Legislation

Councils adopted Revenue & Pricing Policy 2018/19

Link to Strategic Plan

Community Leadership and Collaboration

Objective: City of Wagga Wagga services reflect the needs of the community

Outcome: The City of Wagga Wagga has efficient and effective processes

Risk Management Issues for Council

No issues identified.

Internal / External Consultation

Following feedback received from the business community, Council has written to all non-residential (commercial) property owners advising them that they have the option to opt out of Council’s commercial waste service.

Discussions have been held internally with the cross directorate New Waste Services project team.

The proposed change to Council’s Revenue Policy - Commercial Waste Fees and Charges would be required to be placed on public exhibition for 28 days.

A report will then be presented to Council to consider any submissions received.

Mail

Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news story

Council News advert

Media releases

TV/radio advertising

One-on-one meetings

Your Say website

Community meetings

Stakeholder workshops

Drop-in sessions

Surveys and feedback forms

Social media

Email newsletters

Website

Digital advertising

TIER

Consult

Involve

Collaborate

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-8

RP-8 Section 356 Donation requests - September 2018

Author: Craig Katsoolis

Director: Natalie Te Pohe

Analysis:

This report includes requests for financial assistance for the use of Council facilities. As the monthly Financial Report is submitted to Council later this month, a separate report has been prepared for Council’s consideration.

Recommendation

That Council provide financial assistance of the following amounts in accordance with Section 356 of the Local Government Act 1993:

i) Uranquinty Progress Association $ 90.00

ii) Wagga Wagga NAIDOC Committee $ 245.00

iii) NSW Aboriginal Knock Out Health Challenge $ 420.00

iv) Wagga Wagga RSL Sub-branch $1,446.00

Report

Section 356 Financial Assistance Requests

Four Section 356 Donation requests have been received for consideration at the 10 September 2018 Ordinary Council meeting.

It is noted that apart from a grant of $10,000 (as part of Council’s 2017/18 Annual Grants Program: Council Officer’s Report - RP5 Council Meeting 24 July 2017 ) to the Uranquinty Progress Association towards a upgrade to the Uranquinty Community Hall, there have been no other donations or grant funding to the above groups in the last 12 months.

Details of the donation requests are shown below:

· Uranquinty Progress Association $90

The Secretary of the Uranquinty Progress Association has written to Council (see attached) requesting Council’s consideration to the waiver of the hire fees of $90 for the use of Uranquinty Oval on 1 September 2018 to conduct a community event - “Annual Village Garage Sale”.

The event allows residents of the Uranquinty and visitors to take part in a garage sale and other activities in the village.

The above request aligns with Council’s Strategic Plan “Community Place and Identity” – Outcome: we activate our community spaces to promote connectedness”.

· Wagga Wagga NAIDOC Committee $245

The Chairperson of the Wagga Wagga NAIDOC Committee has written to Council (see attached) requesting Council’s consideration to the waiver of the hire fees for the use of Wollundry Lagoon on Sunday the 16 September 2018 to host the Wawi Cultural Day.

The free community event will showcase Aboriginal and Torres Strait Islander culture to the City of Wagga Wagga.

The Chairperson of the Wagga NAIDOC Committee notes that the Wawi Festival is a week-long cultural festival from 9-16 September. The festival will culminate in the Wawi Cultural Day on Saturday 16 September, held on the significant Aboriginal site - Wollundry Lagoon.

The above request aligns with Council’s Strategic Plan “Community Place and Identity” – Outcome: we are proud of where we live and identity”.

· NSW Aboriginal Knockout Health Challenge $420

The Riverina Medical & Dental Aboriginal Corporation has written to Council (see attached) requesting Council’s consideration to the waiver of hire fees for the use of the Glenfield Community Centre to conduct a 10-week healthy lifestyle and weight loss program for Aboriginal adults aged 16 years or older residing in NSW.

The aim of the program is to promote healthy lifestyle choices within the Wagga Wagga Aboriginal Community.

The above request aligns with Council’s Strategic Plan “Safe and Healthy Community”” – Outcome: we promote a healthy lifestyle”.

· Wagga Wagga RSL Sub Branch $1,446

Council’s adopted Delivery and Operating Plan includes a contribution of $2,000 to the Wagga Wagga RSL Sub Branch towards the Road Closure costs associated with the annual Remembrance Day commemorations.

Council’s Traffic Section has received a request from the RSL Sub Branch seeking an additional contribution of $1,446 to this year’s Remembrance Day Commemorations for the road closures costs associated with this year’s event.

The 11 November 2018 marks the centenary of the armistice, ending World War I. While this date, known as Remembrance Day, is commemorated each year with a service at the cenotaph in the Victory Memorial Gardens, the Wagga Wagga RSL Sub-branch has asked that the 2018 event be expanded to include a full street parade.

The 11 November 2018 falls on a Sunday. Remembrance Day is not a gazetted NSW public holiday. The closure of Baylis Street and associated side streets for a parade of a similar scale to that which is normally held on ANZAC Day will cause some disruption to normal Sunday business trading but there will be no impact on normal business.

It is anticipated that the road closures will be implemented from 9:15am, allowing time for the parade to form-up in Morgan Street. The parade will commence at 10:00am, turning right into Baylis Street and continuing to the Victory Memorial Gardens where the parade will halt.

Baylis Street from Tompson Street to the northern side of the Wollundry Lagoon Bridge and Morrow Street from Peter Street to O’Reilly Street will remain closed for the duration of the service. It is anticipated that the service will conclude by 12:00pm with all roads open to normal traffic by 12:30pm.

The cost of the increased traffic control over that which is normally implemented for Remembrance Day will be met from Council’s overall Event Road Closure $40,000 annual budget, which has no expenditure incurred as at 29 August 2018 and can accommodate this request.

The above request aligns with Council’s Strategic Plan “Community Place and Identity” – Outcome: we are proud of where we live and identity”.

Financial Implications

The Section 356 donation budget for the 2018/19 financial year is $50,255.50, of which $41,689 is already committed in the adopted Delivery and Operational Plan 2018/19.

A balance of $6,341.50 is currently available for additional fee waiver requests received for the reminder of the year following donations approved at the 13 August 2018 Council meeting.

Unallocated balance of S356 Fee waiver financial assistance budget 2018/19	$6,341.50
Uranquinty Progress Association	($ 90.00)
Wagga Wagga NAIDOC Committee	($ 245.00)
NSW Aboriginal Knockout Health Challenge	( $420.00)

Total Section 356 Donation Requests – 10 September 2018 Council Meeting	($ 755.00)
Balance of Section 356 Fee waiver financial assistance budget for the remainder of the 2018/19 Financial Year	$5,586.50

As mentioned earlier in this report, the increased traffic control cost of $1,446 for the Remembrance Day event will be met from within Council’s Event Road Closure Budget.

Policy and Legislation

· Council’s POL 078 Financial Assistance Policy

· Section 356 of the Local Government Act 1993

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We are informed and involved in decision making

Outcome: Everyone in our community feels they have been heard and understood

Risk Management Issues for Council

N/A

Internal / External Consultation

Internal Directorate discussions have taken place as required.

Attachments

1 ⇩.	Section 356 Donation Request - Uranquinty Progress Association
2 ⇩.	Section 356 Donation Request - Wagga NAIDOC Committee
3 ⇩.	Section 356 Donation Request - NSW Aboriginal Knockout Health Challenge

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. RP-9

RP-9 SUPPORT FOR TABLE TENNIS FACILITY AT HENWOOD PARK

Author: Peter Cook

Director: Natalie Te Pohe

Analysis:

Council has received a request from Table Tennis Wagga Wagga requesting in principle support for the development of a Table Tennis centre at Henwood Park. They have also requested assistance from Council staff in the planning stage of this project.

Recommendation

That Council provide in principle support to enable Table Tennis Wagga Wagga to submit funding applications for a Table Tennis facility, and endorse staff providing assistance to Table Tennis Wagga Wagga during the planning stage of this project.

Report

Table Tennis Wagga Wagga are currently operating out of the Jim Elphick Tennis Centre Building. This location is limiting the clubs opportunities to grow the sport, as they are restricted to setting up a maximum of five tables due to space limitations. The club has requested assistance from Council staff to identify a suitable alternative location to develop a table tennis facility.

The club has identified the space adjacent to the Henwood Park Tennis Club as being an ideal location for this development. This space would allow for the construction of a facility with the capacity to set up twelve tables. This will allow the club to meet the current demand as well as allowing for future growth.

Due Diligence

Project planning is required to ensure that the proposed project is feasible.

Funding Opportunities

Completion of project planning documentation and in principle support from Council will allow for future grant funding applications.

Community Benefit

The construction of a Table Tennis facility would provide significant benefits for the community inclusive of:

· Increased liveability of the city through the provision of a high quality sporting facility could be used for both local and regional competitions

· Provision of accessible recreation opportunities for the ageing population, and

· The provision of an indoor community facility in the Kooringal area that could be made available for events

Financial Implications

It is proposed that Council contribute in-kind staff time during the planning stage of this project, which would be funded from within existing salary budgets.

It should be noted that this support and assistance does not commit Council to future funding.

Policy and Legislation

This project meets the strategic priorities of the Recreation, Open Space and Community Strategy and Implementation Plan 2040

Link to Strategic Plan

Safe and Healthy Community

Objective: We promote a healthy lifestyle

Outcome: We promote participation across a variety of sports and recreation

Risk Management Issues for Council

No specific issues identified

Internal / External Consultation

Consultation has been undertaken with Table Tennis Wagga Wagga.

Extensive external and internal consultation will be required during the planning phase of the project.

Report submitted to the Ordinary Meeting of Council on Monday 10 September 2018. M-1

Committee Minutes

M-1 Audit, Risk and Improvement Committee Minutes - 10 August 2018

Author: Carolyn Rosetta-Walsh

General Manager: Peter Thompson

Recommendation

That Council endorses the recommendations contained in the minutes of the Audit, Risk and Improvement Committee Meeting held on 10 August 2018.

Report

Report from the Chairperson

The draft minutes of the Audit, Risk and Improvement Committee meeting on 10 August 2018 follow.

The main item of business for the Audit, Risk and Improvement Committee’s August meeting was the approval of the Committee’s Annual Report, which I commend to Council.

In the course of a full agenda, the Committee:

· Noted with approval the mature approach to risk management within the organisation and commended the General Manager for his leadership in this area

· Monitored management’s response to changes in accounting standards, external auditor’s expectations and other matters which will impact the preparation of future financial reports

· Considered Council’s response to the NSW Audit Office fraud management survey

· Noted with approval the development of a debt management policy, and

· Was addressed by the Manager City Strategy on the range and complexity of strategies and plans produced by the organisation and the effort required to integrate them and maintain consistency. On the basis of the presentation, members were generally satisfied that this area of Council operations is well managed.

The Committee appreciates the strong support its receives from Councillors - the Mayor is a regular attendee, and Councillors Dallas Tout and Rod Kendall and their alternates, Councillors Yvonne Braid OAM and Dan Hayes attend nearly every meeting. However, on behalf of the Committee I would like to invite all members of Council to attend meetings or to raise concerns about fraud, risk and governance through me. I may be contacted at brycemcnair@gmail.com.

Bryce McNair BEc LLB

Independent Chairperson

Audit, Risk and Improvement Committee

Financial Implications

Council has granted certain authorities to the Audit, Risk and Improvement Committee within the scope of its role and responsibilities, as defined within its Charter. As an advisory committee to Council, the Audit, Risk and Improvement Committee has no authority to action items that may have a budget and/or resource implication outside of this authority unless Council resolves to adopt the recommendations.

The cost of travel and attendance by a Committee member at the Local Government Internal Audit Forum (report RP-15) will be funded from available funds within the Internal Audit Conference and Travel budget. Otherwise, there are no budgetary implications associated with the minutes of the 10 August 2018 Audit, Risk and Improvement Committee meeting.

Policy and Legislation

Audit, Risk and Improvement Committee Charter

Link to Strategic Plan

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We are accountable and transparent

Risk Management Issues for Council

The Audit, Risk and Improvement Committee assists Council by monitoring its risk exposure and determining if management systems have appropriate risk management processes in place.

Internal / External Consultation

N/A

Attachments

1 ⇩.

Minutes - Audit, Risk and Improvement Committee - 10 August 2018