Coffs Harbour City Council

14 June 2017

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 22 June 2017

 

The meeting commences at 5.00pm and your attendance is requested.

 

 

AGENDA

 

1.         Opening of Ordinary Meeting

2.         Acknowledgment of Country

3.         Disclosure of Interest

4.         Apologies

5.         Public Addresses / Public Forum

6.         Mayoral Minute

7.         Mayoral Actions under Delegated Authority

8.         Confirmation of Minutes

9.         Rescission Motion

10.      Notices of Motion - General

11.      General Manager’s Reports

12.      Notices of Motion – Business Services

13.      Directorate Reports – Business Services

14.      Notices of Motion – Sustainable Communities

15.      Directorate Reports – Sustainable Communities

16.      Notices of Motion – Sustainable Infrastructure

17.      Directorate Reports – Sustainable Infrastructure

18.      Trust Reports

19.      Requests for Leave of Absence

20.      Questions On Notice

21.      Matters of an Urgent Nature

22.      Consideration of Confidential Items (if any)

23.      Close of Ordinary Meeting.

 

 

Steve  McGrath

General Manager

 

 


Order of Business

 

  

General Manager's Reports

GM17/09         Policy Review 2017................................................................................................ 3

GM17/10         Council Committees - Appointment of Members and approval of Terms of References.................................................................................................... 50

GM17/11         MyCoffs Community Strategic Plan ....................................................... 50

GM17/12         2017-2021 Delivery Program (including 2017/18 Operational Plan, Delivery Program Budgets 2017-2021, 2017/18 Fees and Charges, and Resourcing Strategy)............................................................................................................... 50

Directorate Reports - Business Services

BS17/21          Making of Rates and Charges for 2017-2018......................................... 50

BS17/22          Granting of Voluntary Pension Rebates for 2017-2018.................. 50

BS17/23          Environmental Levy Projects Quarterly Report to 31 March 2017       50

Notices of Motion Sustainable Communities

NOM17/10      Toormina Skate Park & Velodrome.......................................................... 50

Directorate Reports - Sustainable Communities

SC17/30          Kangaroo Management Plan for the Coffs Harbour Northern Beaches.................................................................................................................................... 50

SC17/31          2017-2021 Disability Inclusion Action Plan.............................................. 50

SC17/32          2017/18 Community Capital Infrastructure Grants Program..... 50

SC17/33          Coffs Harbour Public Realm Strategy Project Plan.................... 50

Notices of Motion Sustainable Infrastructure

NOM17/11      "Freecycle" Community Initiative............................................................... 50

Trust Reports

T17/14             TRUST REPORT - Relocation of Marine Rescue Woolgoolga to Arrawarra Headland Facility - Progress Report........................... 50   


GM17/09      Policy Review 2017

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

Coffs Harbour 2030:   LC3 We have strong civic leadership and governance

Attachments:              ATT1  GM17/09  Asset Accounting Policy

ATT2  GM17/09  Backflow Prevention and Cross Connection Control Policy

ATT3  GM17/09  Complaints and Other Feedback Policy

ATT4  GM17/09  Compliance and Enforcement Policy

ATT5  GM17/09  Deferred Developer Contributions policy

ATT6  GM17/09  Developer Works In Kind Policy

ATT7  GM17/09  Disposal of Assets Policy

ATT8  GM17/09  Drinking Water Quality Policy

ATT9  GM17/09  Enforcement of Parking Restrictions Policy

ATT10        GM17/09    Loan Borrowing Policy

ATT11        GM17/09    Loans to Community Groups Policy

ATT12        GM17/09    Management of Feral and Infant Animals Policy

ATT13        GM17/09    Plant Replacement Policy

ATT14        GM17/09    Rates, Charges and Fees - Financial Hardship Policy

ATT15        GM17/09    Regional Water Supply - Raw Water Policy

ATT16        GM17/09    Unreasonable Complainant Conduct Policy

ATT17        GM17/09    Urban Rainwater Tank Policy

ATT18        GM17/09    Vandalism - Damage to Council Owned Property - Reward Policy

ATT19        GM17/09    Water Connection to Rising and Trunk Mains Policy

ATT20        GM17/09    Water Connections - Middle Boambee Policy

ATT21        GM17/09    Water Metering Policy - Multi Unit Inaccessible Locations

ATT22        GM17/09    Water Meter-Service - Installation Policy  

 

Executive Summary

It is a requirement of s165 Local Government Act to review all policies within 12 months of a local government general election.  This report presents the next group of Council’s policies that are ready for re-adoption following review.

 

Recommendation:

That Council adopts the following policies as part of the 2017 policy review:

1.       Asset Accounting Policy

2.       Backflow Prevention and Cross Connection Control Policy

3.       Complaints and Other Feedback Policy

4.       Compliance and Enforcement Policy

5.       Deferred Developer Contributions policy

6.       Developer Works In Kind Policy

7.       Disposal of Assets Policy

8.       Drinking Water Quality Policy

9.       Enforcement of Parking Restrictions Policy

10.     Loan Borrowing Policy

11.     Loans to Community Groups Policy

12.     Management of Feral and Infant Animals Policy

13.     Plant Replacement Policy

14.     Rates, Charges and Fees - Financial Hardship Policy

15.     Regional Water Supply - Raw Water Policy

16.     Unreasonable Complainant Conduct Policy

17.     Urban Rainwater Tank Policy

18.     Vandalism – Damage to Council Owned Property - Reward Policy

19.     Water Connection to Rising and Trunk Mains Policy

20.     Water Connections - Middle Boambee Policy

21.     Water Metering Policy – Multi Unit Inaccessible Locations

22.     Water Meter-Service - Installation Policy

 

Report

Description of Item:

After a Local Government general election, all councils have 12 months to review all policies and re-adopt.  After this time, policies that have not been reviewed are automatically revoked.  This provides Council with the opportunity to review its current policies for improvements, legislative compliance and ensure they are achieving their purpose.  Council has approximately 120 existing policies which are requiring review.  This report presents the second of three reports of groups of policies that have been reviewed and are ready for adoption.

 

Policies and details of changes are presented in the table below:

 

Policy Name

Modification detail

Asset Accounting Policy

This Policy has been updated to conform with compliance of Accounting Standards as issued by the Australian Accounting Standards Board. Whilst the application of this policy hasn’t necessarily changed at all, the wording within the policy has changed according to these Standards.

The policy has been written with guidance from the previous policy and other NSW asset accounting policies and includes asset recognition thresholds for each asset category as an appendix to the policy.

Please note that useful life of assets was removed from the policy as this will be covered within a procedure manual for fixed asset accounting.

Backflow Prevention and Cross Connection Control Policy

Minor amendment (including formatting)

Complaints and Other Feedback Policy

Minor amendment (including formatting)

Compliance and Enforcement Policy

Minor changes, predominantly formatting. Altered the framework to realign descriptor headings to match Council’s Request Management System. Added further detail to the approach Council takes to mage retaining wall use to protect public safety and for neighbouring infrastructure.

Deferred Developer Contributions policy

Minor amendment (including formatting)

Developer Works In Kind Policy

Minor amendment (including formatting)

Disposal of Assets Policy

The application and intent of this policy has not changed. However, the wording and flow of information has been updated to reflect decision making sequence, improve readability and remove procedural elements not required for policy.

Drinking Water Quality Policy

Minor amendment (including formatting)

Enforcement of Parking Restrictions Policy

Minor amendment (including formatting)

Loan Borrowing Policy

Minor amendment (including formatting)

Loans to Community Groups Policy

Minor amendment (including formatting)

Management of Feral and Infant Animals Policy

Minor amendment (including formatting)

Plant Replacement Policy

Minor formatting and re-wording only

Rates, Charges and Fees - Financial Hardship Policy

Minor amendments, added further detail regarding current practice which was not in the previous policy.

Regional Water Supply - Raw Water Policy

Minor amendment (including formatting)

Unreasonable Complainant Conduct Policy

Minor amendment (including formatting)

Urban Rainwater Tank Policy

Minor amendment (including formatting)

Vandalism – Damage to Council Owned Property - Reward Policy

Minor amendment (including formatting)

Water Connection to Rising and Trunk Mains Policy

Minor amendment (including formatting)

Water Connections - Middle Boambee Policy

Minor amendment (including formatting)

Water Metering Policy – Multi Unit Inaccessible Locations

Minor amendment (including formatting)

Water Meter-Service - Installation Policy

Minor amendments, added further detail regarding current practice which was not in the previous policy.

 

Issues:

This review presents the opportunity to ensure all policies are presented consistently, meet compliance obligations and are readily accessible.  Adopted policies will all be available on Council’s website.

Options:

It is considered that the following options are available to Council:

 

1.   Adopt the recommendation provided to Council.

2.   Amend the recommendation provided to Council and then adopt. This could be in the format of requesting public exhibition of some of the policies.

3.   Reject the recommendation provided to Council.

Sustainability Assessment:

•     Environment

There are no environmental impacts as a result of this report.

•     Social

Not applicable to this report.

•     Civic Leadership

The purpose of council policy is to ensure transparency and accountability in local government.  The implementation of policy enables Council to identify and respond to the community.  This is consistent with the Coffs Harbour 2030 Community Strategic Plan, Strategy LC3 - We have strong civic leadership and governance.

•     Economic – Broader Economic Implications

There are no broad economic impacts associated with the implementation of the recommendations.

•     Economic - Delivery Program/Operational Plan Implications

The ongoing development and review of Council policies and plans are accommodated within Council’s budget structure.  This expenditure is monitored through Council’s monthly and quarterly budget reviews.

Risk Analysis:

There are no perceived risks in the adoption of the policies listed in this report.

Consultation:

Council has conducted relevant internal consultation during the development and review of Council’s policies.

 

As these policies contain minor amendments only, don’t relate to approvals or orders (s158 Local Government Act) or the ‘tightening’ of procedures it is not necessary to place them on public exhibition.

Related Policy, Precedents and / or Statutory Requirements:

Section 165 (4) of the Local Government Act 1993 states that:

“A local policy (other than a local policy adopted since the last general election) is automatically revoked at the expiration of 12 months after the declaration of the poll for that election.”

Implementation Date / Priority:

Implementation is immediate.

Conclusion:

That Council adopts the policies as attached to this report.

 



 


 


 


 


 


 



 



 


 


 


 


 


 


 


 


 


 


 


 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 



 



 


 



 


 



 



 


 


 


 



 


 



 



 


 



 



 


 



 


 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 



 


 


 



 



 




 


 



 


 


GM17/10      Council Committees - Appointment of Members and approval of Terms of References

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

Coffs Harbour 2030:   LP5 We share the aspirations, knowledge, skills and history of all in our community

Attachments:              ATT1  GM17/10  Terms of Reference: Disability Inclusion and Access Advisory Committee

ATT2  GM17/10  Terms of Reference: Coastal and Estuary Management Advisory Committee  

 

Executive Summary

Both nominations for Council Committees and Committee Terms of Reference (ToR) require approval by Council.  This report is seeking Council endorsement of four committee nominations and two revised Committee ToRs.

 

 

Recommendation:

That Council:

1.       Appoints:

1.1.    Claire Badke to Nana Glen Sport Recreation & Equestrian Centre Management Committee

1.2.    Sue Francis to the Toormina Community Centre Management Committee

1.3.    Bob Palmer to the Coastal and Estuary Management Advisory Committee

1.4.    Steven Cordell to the Coastal and Estuary Management Advisory Committee

2.       Endorses the:

2.1.    Revised Terms of Reference for the Disability Inclusion and Access Advisory Committee (previously called the Access Advisory Committee)

2.2.    Revised Terms of Reference for the Coastal and Estuary Management Advisory Committee

 

Report

Description of Item:

As part of the normal functioning of Council Committees, community members are nominated to fill vacant positions.  For nominees to be appointed, they need to be ratified by Council.  The following nominations have been submitted:

 

·    Claire Badke to Nana Glen Sport Recreation & Equestrian Centre Management Committee

·    Sue Francis to the Toormina Community Centre Management Committee

·    Bob Palmer to the Coastal and Estuary Management Advisory Committee

·    Steven Cordell to the Coastal and Estuary Management Advisory Committee

 

The following attached ToRs are presented for Council endorsement:

 

·    Revised ToR for the Disability Inclusion and Access Advisory Committee (previously called the Access Advisory Committee)

·    Revised ToR for the Coastal and Estuary Management Advisory Committee

 

The Disability Inclusion and Access Advisory Committee ToR was updated to reflect the language used in the Disability Inclusion Action Plan and changes that have come about due to the Nation Disability Insurance Scheme roll out.

 

The Coastal and Estuary Management Advisory Committee ToR was updated to include the promotion of the Gumbaynggir culture within Section 2 - Scope and include “estuary” in Point 1 of Section 3 - Delegations.

Issues:

There are no issues relevant to this matter.

Options:

1.    Adopt the recommendation provided to Council.

2.    Amend the recommendation provided to Council by rejecting one or more nominated committee members or adjusting the attached ToR, and then adopt.

3.    Reject the recommendation provided to Council.

 

Sustainability Assessment:

•     Environment

There are no environmental issues associated with this report.

•     Social

The care, control and management of these local community facilities by local residents and local community groups enables a sense of community ownership, community involvement and development and overall community well being.

 

Appointing community members to Council committees also recognises and uses the valuable contribution the community makes for the effective provision of Council’s functions.

•     Civic Leadership

This approach is addressed in Coffs Harbour 2030 through:

 

-  LC1.1 Build pride and identity in Coffs Harbour as a community and a place

-  LC1.4 Promote a caring, inclusive and cohesive community

-  PL2.2 Provide public spaces and facilities that are accessible and safe for all

•     Economic – Broader Economic Implications

Management committees are generally formed to manage, on behalf of Council, a facility or service in the interest of the user and community at large.  These committees are involved in the day to day management and are also delegated certain functions of the General Manager to allow them to ensure the facility or service meets Council’s expectations.  These committees report annually to Council on their performance.

•     Economic - Delivery Program/Operational Plan Implications

These committees strive to be self-funding but most require a contribution from Council and this is resolved within Council’s Operational Plan and budget setting process.  Most committees involve Council in technical, secretarial or administration costs.  The time and assistance given to Council by volunteers represents significant cost savings to the organisation.

Risk Analysis:

There are no specific risks associated with the appointment of committee members and endorsement of ToRs.  All volunteers are required to sign and comply with Council’s Code of Conduct.

Consultation:

Consultation has occurred and continues to occur with various stakeholders involved in each of these committees.

Related Policy, Precedents and / or Statutory Requirements:

The following statutory requirements of the Local Government Act 1993 are applicable:

 

Section 355 How does a council exercise its functions?

 

A function of a council may, subject to this Chapter, be exercised:

 

a)   by the council by means of the councillors or employees, by its agents or contractors, by financial provision, by the provision of goods, equipment, services, amenities or facilities or by any other means, or

b)   by a committee of the council, or

c)   partly or jointly by the council and another person or persons, or

d)   jointly by the council and another council or councils (including by means of a Voluntary Regional Organisation of Councils of which the councils concerned are members), or

e)   by a delegate of the council (which may, for example, be a Voluntary Regional Organisation of Councils of which the council is a member).

 

Section 377 General power of the council to delegate

Implementation Date / Priority:

Immediate.

Conclusion:

That Council endorses the recommendations within this report.

 


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GM17/11      MyCoffs Community Strategic Plan

Author:                        Section Leader Community Planning & Performance

Authoriser:                  Director Sustainable Communities

Coffs Harbour 2030:   LC3 We have strong civic leadership and governance

Attachments:              ATT1  GM17/11  MyCoffs Community Strategic Plan

ATT2  GM17/11  Submissions to the draft Community Strategic Plan   

 

Executive Summary

A suite of integrated planning and reporting documents has been prepared in accordance with the Local Government Act 1993 and the Office of Local Government’s Integrated Planning and Reporting framework.  These documents include the Community Strategic Plan.

 

The Community Strategic Plan is the Coffs Harbour local government area community's aspirations for the Coffs Harbour area over the next 10 years expressed through a Community Vision, and a series of Objectives, Strategies and the outcomes they seek to deliver.

 

Recommendation:

That Council adopt the attached MyCoffs Community Strategic Plan.

 

 

Report

Description of Item:

The Local Government Act (Sections 402 and 406) requires Councils to prepare a long-term Community Strategic Plan (CSP). In the year of local government elections, Councils are required to undertake a comprehensive review of their CSP which is to be completed by June 30 of the year following the elections.

 

The CSP is prepared by a Council on behalf of its community, and is required to cover a minimum of 10 years. It captures the long-term aspirations of the community. Other stakeholders need to contribute to deliver the long-term objectives of the CSP – for instance business, community groups and other tiers of government. As such, the CSP also takes account of NSW Government plans and strategies. The CSP is intended to represent the main priorities and aspirations of all stakeholders in the Coffs Harbour local government area and is not intended to cover only Council service and facility provision.

 

The draft CSP was endorsed for public exhibition by Council at its meeting of 27 April 2017 and this report summarises the feedback arising from the exhibition.

Issues:

The draft CSP was placed on public exhibition from 1 May 2017 to 29 May 2017.

 

The exhibition included:

 

·    Hard copy exhibition at Council’s libraries and Administration Building  

·    On-line exhibition through the Council website

·    Social Media and traditional media notifications

·    Notifications to participants from the MyCoffs community engagement and;

·    Notification to Council’s Online Survey Panel.

 

Community Feedback

 

The exhibition generated a total of 12 submissions.  Each submission was acknowledged and referred to relevant staff for comment to assist in the consideration of the points raised.

 

Summary of Issues:

 

A detailed account of the submissions received including numbers and Council’s response is at Attachment 2.  The issues raised in the submissions were:

 

Issue

Number of submissions

Requests to strengthen CSP emphasis on climate change and climate impact mitigation.

4

Proposes formatting issues and a Plan summary introduction.

1

Proposes inclusion of role of Council, CSP 2030 indicator analysis and evaluation, indicator formatting suggestions.

1

Highlights the need for Ageing Strategy/Plan.

1

Highlights affordable private rental accommodation challenges.

1

Request to strengthen CSP emphasis on sustainability.

1

Request from Family History Society for space in proposed Cultural and Civic Space.

1

Endorsement from Arts Mid North Coast of arts and culture strategies in the draft CSP.

1

Request for controls and buffer zones regarding blueberry farming.

1

Total

12

 

The issues raised in the submissions have been carefully considered. Based on this feedback, and feedback from internal stakeholders, the following amendments have been made to the MyCoffs CSP:

 

Amendments to the Objectives and Strategies:

 

·    Rewording of Strategy A1.4 to - We enrich cultural life through art, learning and cultural endeavour (the amendment is the addition of ‘learning’)

·    Rewording of Strategy A2.3 to - We nurture mental health, wellbeing and social connection (the amendment is the addition of ‘social connection’)

·    Rewording of Strategy B1.1 to - We champion business, events, innovation and technology to stimulate economic growth, investment and local jobs (the amendment is the addition of ‘events’ and ‘investment’)

·    Rewording of Strategy B2.2 to - We attract people to work, live and visit in the Coffs Harbour local government area (the amendment is the addition of ‘local government area’)

 

Other amendments:

 

·    Inclusion of community profile information (‘Facts about our Community’ – Pg 6)

·    ‘Soil Condition’ indicator removed – based on uncertainty with regards to future capability to source this data set

·    Some additions and rewording to the Strategy outcomes.

·    The inclusion of detail highlighting Council’s role with regards to each strategy

·    Other minor formatting changes

 

Options:

1.       Adopt the Community Strategic Plan.

2.       Council may amend the Community Strategic Plan prior to adoption.

3.       Council may reject adoption of the Community Strategic Plan.  Selection of this option means that Council would be unable to meet the legislated adoption timeframes in contravention of the Local Government Act.

 

Sustainability Assessment:

•     Environment

The Community Strategic Plan provides details of the key objectives and strategies prioritised by the Coffs Harbour local government area community with regards to environmental issues.

•     Social

The Community Strategic Plan provides details of the key objectives and strategies prioritised by the Coffs Harbour local government area community with regards to social issues.

•     Civic Leadership

The Community Strategic Plan demonstrates Council’s commitment to inclusivity and openness with regards to community engagement and collaborative planning for the future.

•     Economic – Broader Economic Implications

The Community Strategic Plan will assist in enabling Council and other stakeholders in the Coffs Harbour local government area to effectively plan for the resourcing of future service delivery based on community priorities, and provide the criteria for Council and other stakeholders to leverage grant funding and partnership opportunities to address the Community Strategic Plan.

•     Economic - Delivery Program/Operational Plan Implications

The review of the Community Strategic Plan has both been informed by and helped to inform Council’s Delivery Program 2017-2021.  The Community Strategic Plan has also shaped the details of the specific actions that Council will undertake in 2017/18 to achieve the strategies and objectives in the Community Strategic Plan and this is captured in Council’s 2017/18 Operational Plan.

Risk Analysis:

The preparation of the Community Strategic Plan, and adoption by 30 June 2017, is a legislative requirement.

Consultation:

Internal consultation was undertaken with all relevant staff.  External consultation on the Community Strategic Plan was undertaken as per the ‘Community Strategic Plan Review - Community Engagement Strategy’ adopted by Council in June 2016.

Related Policy, Precedents and / or Statutory Requirements:

The Local Government Act (Sections 402 and 406).

Implementation Date / Priority:

Subject to Council approval, the finalised Community Strategic Plan will be posted on Council’s website by 30 June 2017.  At that time, printed (paper) copies of the document will be distributed to Council and Library display points.

Conclusion:

It is recommended that Council adopt the revised Community Strategic Plan in line with the timeframes and legislative requirements set out in the Integrated Planning and Reporting provisions of the Local Government Act.

 




 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


GM17/12      2017-2021 Delivery Program (including 2017/18 Operational Plan, Delivery Program Budgets 2017-2021, 2017/18 Fees and Charges, and Resourcing Strategy)

Author:                        Senior Corporate Planner

Authoriser:                  Director Sustainable Communities

Coffs Harbour 2030:   LC3 We have strong civic leadership and governance

Attachments:              ATT1  GM17/12  2017-2021 Delivery Program

ATT2  GM17/12  2017/18 Operational Plan

ATT3  GM17/12  Delivery Program Budgets 2017-2021

ATT4  GM17/12  2017/18 Fees and Charges

ATT5  GM17/12  Resourcing Strategy

ATT6  GM17/12  Submissions to the Draft IPR Documents  

 

Executive Summary

Council adopted the Draft 2017-2021 Delivery Program, Draft 2017/18 Operational Plan, Draft Delivery Program Budgets 2017-2021 and Draft 2017/18 Fees and Charges on 27 April 2017.  The draft documents were subsequently placed on public exhibition for 28 days.  The exhibition was publicised and the community was invited to provide feedback.  A total of 30 submissions relating to 15 issues were received and considered in Council’s review of the draft documents.

The revised Delivery Program, Operational Plan, Budgets, Fees and Charges, and Council’s Resourcing Strategy are now presented for consideration.  If adopted, these documents will be implemented from 1 July 2017.

Changes are proposed as a consequence of the submissions received and from an ongoing internal review of operational priorities, which has resulted in eight amendments being made regarding actions detailed in the Operational Plan and the Budget.

The draft General Fund Budget delivered a small surplus, excluding capital revenue, of $105,000. With three budget adjustments from Council’s resolutions and the one correction adjustment since the draft Budget was exhibited (total $286,504), the final General Fund Budget result, excluding capital revenue, is now a deficit of $181,000.

No change has occurred in the financial estimates for the Water and Sewerage Funds between the exhibited draft Budget and the final Budget.

Several funding priorities were identified through the public submissions program, including the need for a footpath improvement program. These additional funding priorities will be progressed through the ongoing budget review process, which may identify funding during the year to allocate accordingly.

 

Recommendation:

That Council:

1.       Adopt the attached revised documents as the 2017-2021 Delivery Program, 2017/18 Operational Plan, Delivery Program Budgets 2017-2021, 2017/18 Fees and Charges, and Resourcing Strategy.

2.       Note that the 2017/18 General Fund Budget will deliver a projected deficit of $181,000 excluding capital revenue.

3.       Notes the feedback from the public exhibition of the Draft Operational Plan and through the ongoing budget review process, Council will develop a footpath improvement program.

 

Report

Description of Item:

Under the Integrated Planning and Reporting (IPR) provisions of the Local Government Act, Council is required to prepare a four-year Delivery Program outlining the activities it will pursue to help achieve the objectives of the Community Strategic Plan for the Coffs Harbour Local Government Area (LGA).  A subsidiary of the Delivery Program is the Operational Plan, which details the actions to be undertaken in a single financial year.  They are supported by four-year Budgets and a one-year schedule of Council Fees and Charges.  These IPR documents are informed by Council’s long-term Resourcing Strategy.

 

Council sought community feedback on the Draft Delivery Program, Operational Plan, Budgets and Fees and Charges by way of a minimum 28-day public exhibition period.  After considering community submissions, Council is required to adopt the final suite of IPR documents by 30 June each year.

Issues:

·     Delivery Program and Operational Plan

 

Each year, Council reviews its operations to ensure the organisation is positioned to help implement the Coffs Harbour LGA MyCoffs Community Strategic Plan (CSP).  The activities that Council has nominated to undertake in its 2017-2021 Delivery Program and 2017/18 Operational Plan are intended to help fulfil the objectives of the MyCoffs CSP.  Over time it will take many agencies and stakeholders, including the community itself, to turn the CSP into reality. Council is committed to making a substantial contribution to that process.

 

The Delivery Program is a four-year blueprint for Council; all of the organisation’s plans, projects, actions and funding allocations are directly linked to the Delivery Program.  The Operational Plan is a subsidiary of the Delivery Program, identifying the business of Council - through the provision of services and facilities - during the 2017/18 financial year.

 

The Delivery Program and Operational Plan are set out according to Council’s organisational structure. Each activity is aligned with at least one of the objectives of the MyCoffs CSP.

 

Since the adoption of the draft documents for public exhibition, internal review of operational priorities, notification of a successful grant application and Council resolution have generated amendments to actions detailed in the Operational Plan.  These amendments are shown in the following table:


 

 

CHANGE

CHANGE MADE TO

New project: Review and redevelop the Living Lightly Program

Operational Plan

New project: Woolgoolga Library Refurbishment (Council received notification of successful application for a Public Library Infrastructure Grant of $52,945) 

Operational Plan 

New project: Corindi Beach Section 94 contributions consultation and implementation

Operational Plan

New project: $75,000 allocated from the Strategic Initiatives Reserve to undertake studies, concept designs, and preliminary budgets associated with cultural development at City Hill (per Council’s resolution 2017/84 11 May 2017)

Operational Plan and Budget

Allocation of funding: $160,000 allocated from Strategic Initiatives Reserve for project management and updates to gallery and library strategic plans (per Council’s resolution 2017/84 11 May 2017)

Budget

Allocation of funding: $35,000 in  additional funding allocated from the Strategic Initiatives Reserve for the Rural Land Strategy to include preparation of a planning proposal for detached dual occupancies (per Council’s resolution 2017/73 27 April 2017)

Budget

Correction: Reallocation of $16,504 Hockey Loan Principal Repayments from Operational Income to Capital Repayment

Budget

New project: Arrawarra Beach Cultural Walkway project in conjunction with Coffs Coast Regional Park (pending funding)

Operational Plan

 

·     Resourcing Strategy

 

The Resourcing Strategy incorporates a Long Term Financial Plan, an Asset Management Strategy and a Workforce Plan.  The Resourcing Strategy was reviewed ahead of the development of the draft Delivery Program to support and reflect Council’s ongoing strategy to deliver outcomes on a sustainable basis.  The revised Resourcing Strategy is presented with the final suite of IPR documents for adoption at this time.

 

·     Budget Impact on Residential Ratepayers

 

In November 2016, IPART set a 1.5% rate peg increase in ‘General Income’ for 2017/18.  In accordance with the February 2015 Council Resolution to implement a three-year price freeze on water and sewer annual charges to 2017/18, the ‘average’ residential property can expect a total rates and charges increase (including annual and usage charges) of approximately $52.55 per annum (or $1.01 per week), which is an approximate 1.5% overall increase from 2016/17.

 

The impacts on the total rates and charges payable for ‘average’ property-owners are shown on page 43 onwards of the 2017/18 Operational Plan.

 

·     2017-2021 Financial Estimates

 

The financial estimates for the four years have been prepared in considerable detail, i.e. the same detail as the 2017/18 Budget.  These estimates are included in Council’s Long Term Financial Plan which is presented to Council as part of the Resourcing Strategy and is in line with the “Fit for the Future” improvement framework.

 

The 2017/18 budget result forecasts an estimated underlying deficit, that is; before capital revenue, of $7.534 million.  This is comprised of estimated results of $0.181 million deficit for the General Fund, $2.735 million deficit for the Water Fund and $4.618 million deficit for the Sewerage Fund.  A review of the financial estimates for each fund over the four years is as follows:

 

­        General Fund

 

The four year financial estimates for Council’s General Fund project the following accrual results:

 

Year

Financial Estimate

 

Financial Estimate before Capital Revenue

 

2017/18

$17,850,000

Surplus

($181,000)

Deficit

2018/19

$10,454,000

Surplus

$382,000

Surplus

2019/20

$10,830,000

Surplus

$455,000

Surplus

2020/21

$10,546,000

Surplus

($453,000)

Deficit

 

Operational incomes and expenditures are tightly budgeted and have been subject to constant scrutiny in recent years.

 

There are significant capital works planned which are funded from rate variations, trading operations, grants, loans, Section 94 contributions, reserves, etc.

 

Council's revenues are gradually increasing to meet appropriate expenditure levels in relation to operations, particularly infrastructure maintenance, asset renewals and capital works.

 

The draft General Fund Budget delivered a small surplus, excluding capital revenue, of $105,000. With the three budget adjustments from Council’s resolutions and the one correction adjustment since the draft Budget was exhibited (as idenified in the table above – total $286,504), the final General Fund Budget result, excluding capital revenue, is now a deficit of $181,000.

 

­        Water and Sewerage Funds

 

Both the Water and Sewerage Funds have undertaken massive programs of capital works in recent years. Expenditure has been in excess of $300 million.  These works have been essential to maintain the viability of our city.

 

This unprecedented program has been funded by a combination of loan funds, developer contributions, reserve funds and grants.  Loan funds have been the major source, with $221 million borrowed.

 

Water and Sewerage charges have been held to reasonable increases in recent years, despite the large increase in loan repayments.  This has been achieved by using the cash reserves of each fund to meet annual budgeted deficits.  Details of the accrual results are set out below:

 

­        Water Fund

Year

Financial Estimate

 

 

Financial Estimate before Capital Revenue

 

2017/18

$1,067,000

Surplus

($2,735,000)

Deficit

2018/19

$1,815,000

Surplus

($2,101,000)

Deficit

2019/20

$2,048,000

Surplus

($1,318,000)

Deficit

2020/21

$2,144,000

Surplus

($472,000)

Deficit

 


 

­        Sewerage Fund

Year

Financial Estimate

 

 

Financial Estimate before Capital Revenue

 

2017/18

($658,000)

Deficit

($4,618,000)

Deficit

2018/19

$978,000

Surplus

($2,975,000)

Deficit

2019/20

$2,082,000

Surplus

$850,000

Surplus

2020/21

$3,477,000

Surplus

$2,627,000

Surplus

 

The decrease in deficits is achieved primarily due to reducing loan repayments but also due to growth in assessments and increased developer contributions.

 

With the price freeze in water and sewerage annual charges for the next year (to mitigate the immediate impacts of the 2015/16 and 2016/17 Special Rate Variation), the overall increase in annual rate bills will be limited to no more than approximately 1.5% for the average urban ratepayer.

 

No change has occurred in the financial estimates for the Water and Sewerage Funds between the exhibited draft Budget and the final Budget.

 

·     Pensioner Rebates

 

Council will write off about $3m in pensioner rates and charges in 2017/18.  Of this, Council voluntarily forgoes approximately $600,000.  Council is required to forgo the remaining $2.4m under State Government legislation.

 

The amount Council is reimbursed by the State is approximately $1.39m, leaving an overall cost to Council of approximately $1.61m.

 

·     Environmental Levy for 2017/18

 

The Environmental Levy (being a Special Rate) is calculated with a ‘base amount’ to raise approximately 49% of the levy with the balance raised as an ad valorem rate applied to land values.  The purpose of the Environmental Levy is to fund environmental works, and it is levied on all rateable land.

 

The funds available for 2017/18 total $1,263,113 ($1,209,113 plus interest of $4,000 and a Water Fund contribution of $50,000).

 

·     Proposed Loan Borrowings for 2017/18

 

A loan of $4.72m will be sought to augment grant and reserve funding for the C.ex International Stadium - EPIC Stadium upgrade works if grant funding is successful (Project total: $13,440,000).

 

·     2017/18 Fees and Charges

 

The following amendments were made to the 2017/18 Draft Fees and Charges as adopted for exhibition by Council on 27 April 2017:


 

 

·                Description

·                Unit

·                Fee or Charge 2017/18

·                Comment

·                Financial Management

·                Section 603 Certificate

·                 

·                $80.00

·                As per OLG Circular 17-09, 18th May 2017.

·                Section 603 Certificate Urgent Processing  (Additional Fee)

·                 

·                $82.00

·                Amended to reflect increase in the Section 603 Certificate.

·                Outstanding Rates, Interest

·                 

·                7.5%

·                As per NSW Government Gazette No.54.

·                Fire & Emergency Services Levy – Land classification review fee

·                 

·                $50.00

·                S.51 Fire & Emergency Services Levy Act 2017.

·                Community and Cultural Services

·                Use of gallery piano

·                Per performance

·                $200

·                Fee for use of the Gallery piano

·                Community Village & Cavanbah Hall

·                 

·                Various

·                Changes to categories more aligned to previous fees and charges

·                Sustainable Places – Compliance and Regulatory Enforcement

·                Administration Fee – each on site sewerage system

·                High Risk – With SRV

·                Each System

·                $171

·                Reduce back to rate per 2016/17

·                Medium Risk – With SRV

·                Each System

·                $47

·                Reduce back to rate per 2016/17

·                 

·                Low Risk – With SRV

·                Each System

·                $16

·                Reduce back to rate per 2016/17

·                Infrastructure Construction and Maintenance – Works

·                Footpath Contributions

·                 

·                 

·                Removal per Council resolution SI17/05.

·                Water Services

·                Vac-u-digga

·                 

·                 

·                Removal from Water services, part of external plant hire

 

Options:

This report aims to facilitate the structured roll-out of Council programs over the next four years, as well as enabling compliance with legislative requirements.  At this time, the following options are available to Council:

 

1.    Adopt the recommendation provided to Council; this will enable the documents to be finalised within the legislated timeframe.

2.    Amend the recommendation provided to Council; depending on the nature of the amendment this may impact on the structure and content of the documents and Council’s ability to finalise the budget and strategic planning process according to the set timeframe.

3.    Reject the recommendation provided to Council; this will impact on Council’s ability to finalise the budget and strategic planning process according to schedule.  Failure to adopt the  documents by 30 June would represent a breach of the Local Government Act.

Sustainability Assessment:

•     Environment

There are no environmental impacts associated with the preparation or content of this report; however, the documents provide a foundation to support the maintenance and enhancement of Council programs to protect the Coffs Harbour local government area environment.

•     Social

The documents include a range of strategies to enhance the social development of the Coffs Harbour local government area.

•     Civic Leadership

The documents are key components of the Integrated Planning and Reporting framework which enables Council to identify and respond to community aspirations and co-ordinate the provision of appropriate works and services to help achieve strategic objectives.  The documents have been informed by the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

The documents incorporate budgetary projections based on the approved 1.5% ‘rate peg’ allowance for 2017/18 as well as concessions on other rates and charges to help mitigate the financial impact of the Financial Sustainability Special Rate Variation (2014/15 to 2016/17) on ratepayers.  The additional costs that ratepayers will face in 2017/18 have been kept to a minimum.  As always, cost implications have to be balanced against the positive economic impact of maintaining and enhancing Council programs and services across the local government area.

•     Economic - Delivery Program/Operational Plan Implications

The development and implementation of the Delivery Program, Operational Plan, Budgets and Fees and Charges documents are accommodated within Council’s budget structure.  This expenditure is monitored through Council’s monthly and quarterly budget reviews.

Risk Analysis:

The preparation of Delivery Program, Operational Plan, Budgets and Fees and Charges documents is a legislative requirement.

Consultation:

The Draft Delivery Program, Draft Operational Plan, Draft Budgets and Draft Fees and Charges were placed on public exhibition for a 28-day period from Monday, 1 May until close of business on Monday, 29 May 2017.

 

The draft documents could be accessed on Council’s website: www.coffsharbour.nsw.gov.au. Printed copies were also displayed at Council’s Administrative Centre and at the three branches of the City Library (Coffs Harbour, Woolgoolga and Toormina).

 

The public exhibition process was promoted on Council’s website and in the media.  All promotional material encouraged the community to consider the draft documents and provide feedback to Council. Community submissions could be made online or by mail.

 

During the public exhibition period, Council received 30 submissions relating to 15 issues.  Each submission was acknowledged and referred to relevant staff for comment to assist in the consideration of the points raised.

 

The following table outlines the number of submissions and the issues raised.

 

Issue

No of Submissions

Support for the Indoor Sports Provision Feasibility Study project (and requesting inclusion of a proposed Multi-Purpose Centre at West Woolgoolga).

15

Request for flooding/stormwater issues in Woolgoolga to be addressed.

1

Fees and Charges enquiry re Woolgoolga waste transfer station weighing loads.

1

Request for footpath in the Lakes Estate, North Boambee Valley.

1

Replanting of drainage channel at Corfe St, Red Rock.

1

Fees and Charges – Re-categorise Community Hall Hire to assist amateur sports group members.

1

Request for Council match-funding of cultural walkway at Arrawarra Beach.

1

Issues/requests re Sandy Beach reserve and roads/footpaths.

1

Request for footpath in Betel Palm Close and Cocos Palm Close.

1

Request to restore Green Schools Grant funding.

1

Issues regarding business ventures of community facilities, affordability of fees/charges for charities, and declining koala numbers.

1

Support for Toormina Sporting Facilities upgrade budget allocation.

2

Request for additional detail for funding allocations arising from Transformation to Sustainability (T2S) program.

1

Industry endorsement of Coffs Coast Tourism Strategy funding allocations in 2017/18 Budget.

1

Concern over decrease in funding for library book purchases.

1

TOTAL

30

 

Full details of the submissions received, including Council’s response, is at attachment 6.

As a result of the submissions received, the following amendments have been made to the IPR suite of documents:

 

·    Fees and Charges - Amendments to the categories and definitions in the Fees and Charges 2017/18 in regard to Council Community Village, Cavanbah Centre and 189B Harbour Drive hire, including the introduction of a discounted multiple room booking rate that applies for Category 1 senior citizen groups hiring the Cavanbah Centre (A&B single rooms and hall).

·    Operational Plan - The inclusion of the Arrawarra Beach Cultural Walkway project in the 2017/18 Operational Plan.

Several funding priorities were identified through the public submissions program, including the need for a footpath improvement program. These additional funding priorities will be progressed through the ongoing budget review process, which may identify funding during the year to allocate accordingly.

Related Policy, Precedents and / or Statutory Requirements:

Council implemented the Integrated Planning and Reporting framework on 1 July 2010.  Each year since then Council has developed and adopted a Delivery Program and Operational Plan (including budgets and fees and charges documents).

 

Sections 404 and 405 of the Local Government Act 1993 detail requirements in relation to a Council’s Delivery Program and Operational Plan.

 

Additional requirements for the Operational Plan are set out in Local Government (General) Regulation 2005 – Clause 201 (relating to the content of Council’s annual statement of revenue policy) and Clause 203 (relating to reporting requirements for budget review statements and estimates revisions).

 

Section 508 of the Local Government Act 1993 details provisions relating to Special Rate Variations.

Implementation Date / Priority:

Subject to Council approval, the finalised documents will be posted on Council’s website by 30 June 2017.  At that time, printed (paper) copies of the documents will be distributed to Council and Library display points.

 

The Delivery Program and associated documents will be implemented by Council from 1 July 2017.

Conclusion:

The public exhibition of the draft 2017-2021 Delivery Program and supporting documents has concluded.  Community submissions have been considered during the subsequent review of the draft documents, and a number of amendments have been made (as outlined in this report).

 

The revised documents represent a considered and responsible strategy that will enable Council to continue to meet the needs of the Coffs Harbour local government area community while securing the financial sustainability of the organisation.

 

It is recommended that Council adopt the revised 2017-2021 Delivery Program, 2017/18 Operational Plan, Delivery Program Budgets 2017-2021, 2017/18 Fees and Charges and Resourcing Strategy documents at this time, in line with the timeframes and legislative requirements set out in the Integrated Planning and Reporting provisions of the Local Government Act.

 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


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BS17/21       Making of Rates and Charges for 2017-2018

Author:                        Section Leader Financial Support

Authoriser:                  Director Business Services

Coffs Harbour 2030:   LC3 We have strong civic leadership and governance

Attachments:              Nil

 

Executive Summary

The rates and annual charges for 2017/2018 have to be formally ‘made’ under Section 535 of the Local Government Act, 1993, by Council resolution.  The rates and charges are required to be made by 1 August each year.

The Ordinary Rate structure detailed in this report incorporates an increase in Council’s General Income of 1.5% for 2017/2018, being the rate peg approved by IPART.

In recognition of the affordability concerns of residents associated with the 2015-2017 Special Rate Variation approval, Council adopted to freeze water and sewer annual charges, reduce the increase in the water and sewer usage charge and reduce inspection fees for onsite septic systems in rural areas for a three year period until the end of the 2017/2018 financial year.

This report seeks adoption of Rates and Charges which are required to achieve income yields in support of Council’s 2017/2018 Operational Plan.

 

Recommendation:

That Council:

1.       Make an Ordinary Rate - Residential, pursuant to Section 494 of the Local Government Act, for 2017/2018 of (0.38895 cents) in the dollar with a Base Amount of $394.00 for all rateable land in the Coffs Harbour LGA categorised as ‘Residential’.

2.       Make an Ordinary Rate – Business, pursuant to Section 494 of the Local Government Act, for 2017/2018 of (0.93995 cents) in the dollar with a minimum rate of $658.00 for all rateable land in the Coffs Harbour LGA categorised as ‘Business’ EXCEPT land under the sub-category of Business named ‘City Centre Business’.

3.       Make an Ordinary Rate – City Centre Business, pursuant to Section 494 of the Local Government Act, for 2017/2018 of (1.39550 cents) in the dollar with a minimum rate of $639.00 for all rateable land in the Coffs Harbour LGA sub-categorised as ‘City Centre Business’.

4.       Make an Ordinary Rate – Farmland, pursuant to Section 494 of the Local Government Act, for 2017/2018 of (0.38895 cents) in the dollar and a Base Amount of $394.00 for all rateable land in the Coffs Harbour LGA categorised as ‘Farmland’.

5.       Make a Special Rate – Environmental, pursuant to Section 495 of the Local Government Act, for 2017/2018 on all rateable land in the Coffs Harbour LGA of (0.01000 cents) in the dollar with a Base Amount of $21.48.

6.       Make an Annual Charge for Domestic Waste Service – Occupied, pursuant to Section 496 of the Local Government Act, for 2017/2018 on all occupied rateable land, categorised Residential or Farmland, to which a domestic waste service is (or able to be) provided.

The amount of the annual charge will be the amount derived by applying the formula: C = S x UD

Where 'C' equals the annual charge, 'S' equals the number of general waste bins provided to the parcel of land or lot in a strata plan for collection or the number of separate occupations, or one (1), whichever is the greater, and 'UD' (Unit Price Domestic Waste) is $646.00.

Subsidiary (or extra) Domestic Waste Services pursuant to Section 501 of the Local Government Act, for 2017/2018 will incur the following annual charges per service:

6.1.    Domestic General Waste Service - $274.00

6.2.    Domestic Recycling Service - $101.00

6.3.    Domestic Recycle Upgrade Service - $37.00

6.4.    Domestic Organic Waste Service - $173.00.

7.       Make an Annual Charge for Domestic Waste – Vacant Land, pursuant to Section 496 of the Local Government Act, for 2017/2018 of $161.00, on all vacant rateable land categorised Residential and Farmland, to which a domestic waste service is available.

8.       Make an Annual Charge for Non-Rateable (Non-Domestic) Waste Service, pursuant to Section 496(2) of the Local Government Act, for 2017/2018 on all occupied non-rateable properties to which a waste collection service is provided.

The amount of the annual charge will be the amount derived by applying the formula
C = S x UN, where 'C' equals the annual charge, 'S' equals the number of general waste bins provided for collection or the number of separate occupations, or one (1) whichever is the greater and 'UN' (Unit Price Non-Rateable) is $646.00.

Subsidiary (or extra) Non-Rateable (Non-Domestic) Waste Services pursuant to Section 501 of the Local Government Act, for 2017/2018 will incur the following annual charges per service:

8.1.    Non-Rateable General Waste Service - $274.00

8.2.    Non-Rateable Recycling Service - $101.00

8.3.    Non-Rateable Recycle Upgrade Service - $37.00

8.4.    Non-Rateable Organic Waste Service - $173.00

9.       Make an Annual Charge for Non-Domestic Waste – Occupied, pursuant to Section 501 of the Local Government Act for 2017/2018 on all occupied rateable land categorised Business or sub-categorised City Centre Business, to which a waste collection service is provided (or is able to be provided).

The amount of the annual charge will be the amount derived by applying the formula
C = S x UB, where 'C' equals the annual charge, 'S' equals the number of general waste bins provided to the parcel of land or lot in a strata plan for collection or the number of separate occupations, or one (1) whichever is the greater and 'UB' (Unit
Price - Non Domestic) is $646.00.

Subsidiary (or extra) Non-Domestic Waste Services pursuant to Section 501 of the Local Government Act, for 2017/2018 will incur the following annual charges per service:

9.1.    Non-Domestic General Waste Service - $274.00

9.2.    Non-Domestic Recycling Service - $101.00

9.3.    Non-Domestic Recycle Upgrade Service - $37.00

9.4.    Non-Domestic Organic Waste Service - $173.00

10.     Make an Annual Charge for Non-Domestic Waste – Vacant Land, pursuant to Section 501 of the Local Government Act, for 2017/2018 of $161.00, on all vacant rateable land categorised Business or sub-categorised City Centre Business to which a non-domestic waste service is available.

11.     Make an Annual Charge – Sewerage Access Charge, pursuant to Section 501 of the Local Government Act, for 2017/2018 on all rateable land categorised Residential or Farmland, EXCEPT land prescribed under Section 552 (3) (a) and (b) of the Local Government Act.

The amount of the annual charge will be $806.00 per occupation or $556.00 for vacant land.

12.     Make an Annual Charge – Private Sewer Pump Station Management Charge, pursuant to Section 501 of the Local Government Act, for 2017/2018 on all rateable land.

The amount of the annual charge will be $128.00 per private sewer pump station.

13.     Make an Annual Charge – Sewerage Access Charge, pursuant to Section 502 of the Local Government Act, for 2017/2018 on all rateable land categorised Business or within the Business subcategory ‘City Centre Business’ EXCEPT land prescribed under Section 552(3) (a) and (b) of the Local Government Act.

The amount of the annual charge will be:

For vacant land - $556.00.

For occupied land the charge will be calculated using the formula:

SDF x MF x AC factor (with a minimum charge of $556.00).

Where:      SDF = Sewer Discharge Factor

MF = Meter Factor (refer to table 1 below)

AC factor = $789.00 (charge for 2017/2018).

Where no Council water service is installed on an occupied property (and able to be connected to the sewerage system) a Meter Factor (MF) equal to one (1) and a Sewer Discharge Factor (SDF) equal to 95% will be assumed for the calculation of the annual sewer access charge (i.e. 1 x 95% x $789.00 = $749.55).

Table 1 - Meter Charge Factors - Annual Sewer Access Charge (Non-Residential)

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

Nil

14.     Make an Annual Fee for On-site Sewage Administration (low risk systems), pursuant to Section 608 of the Local Government Act for 2017/2018 on each property on which an on-site sewage management system(s) is installed. 

The amount of the fee will be the amount derived by applying the formula

C = OS x UPL where 'C' equals the annual fee, 'OS' equals the number of on-site sewage management systems and 'UPL' (Unit Price) is $16.00 for low risk on-site sewage systems.

15.     Make an Annual Fee for On-site Sewage Administration (medium risk systems), pursuant to Section 608 of the Local Government Act for 2017/2018 on each property on which an on-site sewage management system is installed.

The amount of the fee will be the amount derived by applying the formula:

C = OS x UPM here 'C' equals the annual fee, 'OS' equals the number of on-site sewage management systems and 'UPM' (Unit Price) is $47.00 for medium risk on-site sewage systems.

16.     Make an Annual Fee for On-site Sewage Administration (high risk systems), pursuant to Section 608 of the Local Government Act for 2017/2018 on each property on which an on-site sewage management system is installed.

The amount of the fee will be the amount derived by applying the formula

C = OS x UPH where 'C' equals the annual fee, 'OS' equals the number of on-site sewage management systems and 'UPH' (Unit Price) is $171.00 for high risk on-site sewage systems.

17.     Make an Annual Charge – Water Access Charge, pursuant to Section 501 of the Local Government Act, for 2017/2018 on all rateable land categorised Residential or Farmland EXCEPT: Land prescribed under Section 552(2) of the Local Government Act (or) Farmland rated properties using water for a commercial farming purpose.

The amounts of the annual charge will be:

17.1.  For vacant land or land comprising a single residential dwelling or a lot within a strata plan - $143.00.

17.2.  For land on which is erected a building or buildings adapted for two or more separate occupations, including (but not limited to) a dual occupancy or residential flat building(s) not being part of a strata plan, the amount derived by applying the formula AC = T x $143.00 where 'AC' equals the Annual Charge, 'T' equals the number of separate occupations.

18.     Make an Annual Charge – Water Access Charges, pursuant to Section 501 of the Local Government Act, for 2017/2018 on all rateable land categorised Business (and sub-category City Centre Business) or Farmland EXCEPT: Land prescribed under Section 552(2) of the Local Government Act (or) Farmland rated properties using water for a residential purpose.

The amount of the annual charges will be:

18.1.  For vacant land or occupied land that is not connected to the water supply - $143.00.

18.2.  For land not included in (1) above the amount is derived by applying the formula AC = MF x $143.00 where 'AC' equals the Annual Charge, 'MF' equals the aggregate of the charge factors for all meters on the property (see table 2 below for charge factors), and $143.00 is the unit price.

Table 2 – Meter Charge Factors - Water Access Charge (Non-Residential)

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

1.00

 

19.     Make an Annual Charge - Water Backflow Charge, pursuant to Section 501 of the Local Government Act, for 2017/2018 of $15.50 per testable backflow device on rateable properties under the category of Residential or Farmland in respect of land prescribed under Section 552(1).

20.     Make an Annual Charge - Water Backflow Charge, pursuant to Section 501 of the Local Government Act, for 2017/2018 of $62.00 for the first testable backflow device and $15.50 for any additional testable backflow device(s) on rateable properties under the category of Business or sub-category of City Centre Business in respect of land prescribed under Section 552(1).

21.     Make an Annual Charge for Effluent Removal, pursuant to Section 501 of the Local Government Act, for 2017/2018 of $468.00 for each system able to be connected to the sewerage system (properties with this charge applied may also be charged an annual sewer access charge).

22.     Make an Annual Charge for Effluent Removal, pursuant to Section 501 of the Local Government Act, for 2017/2018 of $468.00 for each system not yet on Council’s subsidised pump-out service and not able to be connected to the sewerage system.

23.     Make an Annual Charge for Effluent Removal (Special), pursuant to Section 501 of the Local Government Act, for 2017/2018 of $806.00 for each system not able to be connected to the sewerage system. A subsidised effluent pump-out service is provided with this charge.

24.     Make an Annual Charge for Trade Waste, pursuant to Section 501 of the Local Government Act, for 2017/2018. This annual charge is based on the number of trade waste generators at each property.

Table three shows the annual charge applicable for a particular number of trade waste generators at a property.

Table 3 – Annual Charge for Trade Waste

Number of Trade

Waste Generators

Annual Trade

Waste Charge

1

   $205.00

2 to 4

   $410.00

5 to 9

   $974.00

10 to 14

$1,896.00

15 to 19

$2,819.00

20 to 24

$3,690.00

25 to 29

30 to 34

$4,510.00

$5,330.00

>34

$6,150.00

Dump Point

$410.00

25.     Make a Water Usage Charge, pursuant to Section 502 of the Local Government Act, for 2017/2018 of $2.79 per kilolitre for each kilolitre of water registered, up to a daily average of one (1) kilolitre per occupation for the period read; this is to be known as the Tier 1 (or Step 1) water usage charge.

26.     Make a Water Usage Charge, pursuant to Section 502 of the Local Government Act, for 2017/2018 of $4.19 per kilolitre for each kilolitre of water registered, over a daily average of one (1) kilolitre per occupation for the period read; this is to be known as the Tier 2 (or Step 2) water usage charge.

27.     Make a Water Usage Charge (Raw Water Supply), pursuant to Section 502 of the Local Government Act, for 2017/2018 of $1.40 per kilolitre for each kilolitre of water registered, up to a daily average of one (1) kilolitre per occupation supplied for the period read, this is to be known as the Tier 1 (or Step 1) raw water usage charge.

28.     Make a Water Usage Charge (Raw Water Supply), pursuant to Section 502 of the Local Government Act, for 2017/2018 of $2.09 per kilolitre for each kilolitre of water registered, over a daily average of one (1) kilolitre per occupation supplied for the period read, this is to be known as the Tier 2 (or Step 2) raw water usage charge.

29.     Make a Water Usage Charge, pursuant to Section 502 of the Local Government Act, for 2017/2018 of $2.79 per kilolitre for each kilolitre of water registered on any meter fitted to any Non-Residential property.

30.     Make a Water Usage Charge, pursuant to Section 502 of the Local Government Act, for 2017/2018 of $8.37 per kilolitre for each kilolitre of water registered on any meter fitted for providing a fire service at a property.

31.     Make a Sewer Usage Charge, pursuant to Section 502 of the Local Government Act, for 2017/2018 of $2.15 per kilolitre.  Sewerage discharge is based on water usage and varies depending on Sewer Discharge Factors (SDF) allocated to individual water meters on individual properties. Usage is generally determined with the use of meters, which in certain circumstances may not be directly connected to Council’s water supply.

32.     Make a Trade Waste Usage Charge (for compliant trade waste discharge – Charge Category 2 generators), pursuant to Section 502 of the Local Government Act, for the 2017/2018 charge period of $1.78 per kilolitre.

33.     Make a Trade Waste Usage Charge (for non-compliant trade waste discharge – Charge Category 1 generators), pursuant to Section 502 of the Local Government Act, for the 2017/2018 charge period of $1.78 per kilolitre.

34.     Make a Trade Waste Usage Charge (for non-compliant trade waste discharge – Charge Category 2 generators), pursuant to Section 502 of the Local Government Act, for the 2017/2018 charge period of $16.32 per kilolitre.

35.     Make an Annual Stormwater Management Service Charge, pursuant to Section 496A of the Local Government Act, for 2017/2018, to be applied against rateable properties categorised as Business or Residential within Council’s stormwater catchments. The amount of the annual charges will be:

35.1.  Residential properties (not being strata units) - a flat charge of $25.00 will apply.

35.2.  For Residential Strata Units - a flat charge of $12.50 will apply.

35.3.  For Business properties (not being strata units) the charge is based on total (estimated) impervious land area using the following criteria:

Divide the total impervious land area by 350 square metres. This will result in an amount which, (rounded up to the nearest whole number) is multiplied by $25.00. This annual charge will therefore be an amount divisible by $25.00 with the minimum charge being $25.00 for properties having a land area of 350 square metres or less.

35.4.  For Business Strata Units (in a complex containing only business units) - the charge is determined by a method similar to that detailed in point (III) above, except that the total land area charge for the strata complex (being a multiple of the $25.00 charge) is further apportioned to individual strata units within the complex using the unit entitlement recorded for each unit.  A minimum charge of $5.00 per strata unit applies to calculated charges less than this amount

35.5.  For Business Strata Units (in a mixed complex containing residential units) – the charge for these units will be the same as residential strata units being a flat charge of $12.50.

36.     Make an Interest Charge of 7.5%, pursuant to Section 566 of the Local Government Act, for 2017/2018 being the maximum amount determined by the Minister for Local Government; calculated daily on a simple basis, on overdue rates and charges (EXCEPT water, sewer and trade waste usage charges).

 

 

Report

Description of Item:

The rates and annual charges for 2017/2018 have to be formally ‘made’ under Section 535 of the Local Government Act, 1993, by Council resolution.  The rates and charges are required to be made by 1 August each year.

 

The Ordinary Rate structure detailed in this report incorporates an increase in Council’s General Income of 1.5% for 2017/2018, being the rate peg approved by IPART.

 

In recognition of the affordability concerns of residents associated with the 2015-2017 Special Rate Variation approval, Council adopted to freeze water and sewer annual charges, reduce the increase in the water and sewer usage charge and reduce inspection fees for onsite septic systems in rural areas for a three year period until the end of the 2017/18 financial year.

 

The following Rates and Charges are proposed to be ‘made’ for 2017/18:

 

1.       Ordinary (General) Rates (Section 494)

·        Residential – 0.38895 cents in the dollar with a Base amount of $394.00

·        Business – 0.93995 cents in the dollar with a Minimum of $658.00

·        Business (City Centre Business) – 1.39550 cents in the dollar with a Minimum of $639.00

·        Farmland – 0.38895 cents in the dollar with a Base amount of $394.00

 

2.       Environmental (Special) Rate (Section 495)

·        Environmental – 0.01000 cents in the dollar with a Base Amount of $21.48.

 

3.       Waste Management Charges (Sections 496, 496(2) and 501)

·        Domestic Waste – Occupied - $646.00 per service

·        Domestic Waste – Subsidiary General Waste Charge - $274.00 per service

·        Domestic Waste – Subsidiary Recycling Charge - $101.00 per service

·        Domestic Waste – Subsidiary Recycling Upgrade Charge - $37.00 per upgrade

·        Domestic Waste – Subsidiary Organic Waste Charge - $173.00 per service

·        Domestic Waste – Vacant Land - $161.00 per assessment

·        Non-Domestic Waste – Occupied - $646.00 per service

·        Non-Domestic Waste – Subsidiary General Waste Charge - $274.00 per service

·        Non-Domestic Waste – Subsidiary Recycling Charge - $101.00 per service

·        Non-Domestic Waste – Subsidiary Recycling Upgrade Charge - $37.00 per upgrade

·        Non-Domestic Waste – Subsidiary Organic Waste Charge - $173.00 per service

·        Non-Domestic Waste – Vacant Land - $161.00 per assessment

·        Non-Domestic Waste (Non-Rateable) - $646.00 per service

·        Non-Domestic Waste (Non-Rateable) – Subsidiary General Waste Charge - $274.00 per service

·        Non-Domestic Waste (Non-Rateable) – Subsidiary Recycling Charge - $101.00 per service

·        Non-Domestic Waste (Non-Rateable) – Subsidiary Recycling Upgrade Charge - $37.00 per upgrade

·        Non-Domestic Waste (Non-Rateable) – Subsidiary Organic Waste Charge - $173.00 per service

 


 

4.       Sewerage Access Charges (Sections 501 and 502)

·        Residential Properties - $806.00 per occupation

·        Non-Residential Properties - Calculated using the formula: SDF x MF x AC (with a minimum charge of $556.00)

 

Where:       SDF = Sewer Discharge Factor

MF = Meter Factor (see table below)

AC Factor = Access Charge = $789.00

 

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

Nil

 

5.       Sewerage Access Charges – Vacant Properties (Section 552)

·        Residential Vacant - $556.00 per assessment

·        Non-Residential Vacant - $556.00 per assessment

 

6.       Onsite Sewage Administration Fee (Section 608)

·        $16.00 per system (low risk)

·        $47.00 per system (medium risk)

·        $171.00 per system (high risk)

 

7.       Private Pump Station Annual Management Charge (Section 501)

·        $128.00 per sewer pump station

 

8.       Water Access Charges (Sections 501 and 552)

·        Residential Properties - $143.00 per occupation

·        Non-Residential Properties - $143.00 per meter factor (MF) (see table below)        

·        Water Backflow Charge (Residential) - $15.50 per testable backflow device

·        Water Backflow Charge (Non-Residential) - $62.00 for the first testable backflow device then $15.50 for any additional testable devices.

 

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

1.00

 

9.       Water Access Charges – Vacant Properties (Section 552)

·        Residential Vacant - $143.00 per assessment

·        Non-Residential Vacant - $143.00 per assessment

 

10.     Water Usage Charges – Residential / Non-Rateable (Residential nature) (Section 502)

·        Tier 1 (up to 1KL per day, averaged over reading period) - $2.79 per kilolitre

·        Tier 2 (over 1KL per day) - $4.19 per kilolitre

 

11.     Water Usage Charges – Non-Residential / Non-Rateable (Section 502)

·        $2.79 per kilolitre for all water used

 

12.     Water Usage Charges – Fire Service (Section 502)

·        $8.37 per kilolitre for all water used (except for usage, supported by evidence related to fire fighting)

 

13.     Water Usage Charges – Raw Water Supply (Section 502)

 

·        Tier 1 (up to 1KL per day, averaged over reading period) - $1.40 per kilolitre

·        Tier 2 (over 1KL per day) - $2.09 per kilolitre

 

14.     Sewer Usage Charges – Non-Residential / Non-Rateable (Section 502)

·        Sewer Discharge Factor (SDF) x $2.15 per kilolitre (based on water usage)

 

15.     Sullage (Effluent) Collection Charge (Section 501)

·        $468.00 per service

 

16.     Effluent Charge (Special) (Section 501)

·        $806.00 per service

 

17.     Trade Waste Annual Charge: (based on number of trade waste generators) (Section 501)

·        1 generator - $205.00

·        2 to 4 generators - $410.00

·        5 to 9 generators - $974.00

·        10 to 14 generators - $1,896.00

·        15 to 19 generators - $2,819.00

·        20 to 24 generators - $3,690.00

·        25 to 29 generators - $4,510.00

·        30 to 34 generators - $5,330.00

·        > 34 generators - $6,150.00

·        Dump Point - $410.00

 

18.     Trade Waste Usage Charges – Non-Residential / Non-Rateable (Section 502)

Compliant trade waste discharge for Charge Category 2 generators

·        Trade Waste Discharge Factor (TWDF) x $1.78 per KL (based on water usage)

 

Non-Compliant trade waste discharge for Charge Category 2 generators

·        Trade Waste Discharge Factor (TWDF) x $16.32 per KL (based on water usage)

 

Non-Compliant trade waste discharge for Charge Category 1 generators

·        Trade Waste Discharge Factor (TWDF) x $1.78 per KL (based on water usage)

 

19.     Stormwater Service Charges (Section 496A)

·        Residential Properties (except strata units) - $25.00 per property

·        Residential Strata Units - $12.50 per property

·        Business Properties – per property (amounts based on land area @ $25.00 per 350 sq m )

·        Business Strata Units (mixed development with residential units) - $12.50 per property

·        Business Strata Units (in a complex having business units only) – per property (amounts based on land area and unit entitlement) – Minimum charge of $5.00 applies to each unit.

 

20.     Interest on overdue rates and charges (Section 566)

·        Council will apply an interest rate of 7.5% (as determined by the Minister for Local Government) calculated daily on a simple basis, on overdue rates and charges.

 

Issues:

This report seeks adoption of Rates and Charges which are required to achieve income yields in support of Council’s 2017/2018 Operational Plan.

Options:

This report is to enable Council to ‘make’ its Rates and Charges for 2017/18 under Section 535 of the Local Government Act, 1993 so they can be levied and issued within required timeframes.  At this time, the following options are available to Council:

1.   Adopt the recommendation provided to Council, which this will enable Council to levy the Rates and Charges for 2017/18 as specified.

2.   Amend the recommendation provided to Council and then adopt. Depending on the nature of the amendment, this may have an impact on revenue yields.

3.   Reject the recommendation provided to Council. If the proposed Rates and Charges for 2017/18 detailed in this report are not ‘made’ by Council adoption, another report detailing an alternate structure will need to be considered by Council before the end of July 2017 to enable rate notices for 2017/18 to be issued within the required timeframe.

 

Sustainability Assessment:

•     Environment

There are no related environmental implications for Council.

•     Social

There are no related social implications for Council.

•     Civic Leadership

Rates and Charges are an essential component of Council's revenue platform which fund works and services aimed at achieving the objectives of the Coffs Harbour 2030 Community Strategic Plan

•     Economic – Broader Economic Implications

Council’s Rates and Charges must be adopted by Council so that rate notices and usage accounts can be issued in 2017/18.  Failure to issue such accounts would detrimentally affect Council’s ability to fund expenditure and deliver services.

•     Economic - Delivery Program/Operational Plan Implications

The Rates and Charges detailed in this report will generate anticipated income for 2017/18 in support of Council’s ongoing financial strategy through the Long Term Financial Plan to achieve financial sustainability.

Risk Analysis:

Rates and Charges are required by legislation to be adopted (made) by Council before being levied for 2017/18.  Failure to levy these rates and charges would detrimentally affect Council’s ability to deliver essential services.

Consultation:

The rates and charges in this report have been considered as part of the preparation and adoption of Council’s 2017/18 Operational Plan.

Related Policy, Precedents and / or Statutory Requirements:

Each year Council is required to adopt its rates and charges. The adoption of a budget structure is a requirement under the Local Government Act 1993.

Implementation Date / Priority:

The rates and charges detailed in this report will apply to the 2017/2018 financial year.

Conclusion:

This report summarises the Rates and Charges to be ‘made’ for 2017/18 pursuant to Sections 494-496, 501-502 and 608 of the Local Government Act 1993 in support of Council’s ongoing financial strategy through the Long Term Financial Plan to achieve financial sustainability.

 


BS17/22       Granting of Voluntary Pension Rebates for 2017-2018

Author:                        Section Leader Financial Support

Authoriser:                  Director Business Services

Coffs Harbour 2030:   LC1 Coffs Harbour is a strong, safe and adaptable community

Attachments:              Nil

 

Executive Summary

The Local Government Act 1993, (the Act) provides that the Council must grant a mandatory rebate to eligible pensioners for rates and charges.  Council is then reimbursed by subsidy payment for a proportion of the amount rebated.  Section 582 of the Act provides that Council may grant an additional voluntary pensioner rebate which this report outlines.

 

Since 2002 Council has granted additional voluntary pensioner rebates to eligible pensioners in respect of the Environmental Levy and Domestic Waste Charges.  The granting of these additional rebates is resolved by Council on an annual basis and is provided for in the 2017/18 budget at a cost of $617,000.

 

 

Recommendation:

That Council:

1.       Grants a voluntary rebate under Section 582 of the Local Government Act in 2017/2018 to eligible pensioners in respect of the Environmental Levy and Domestic Waste charges.  The level of rebate to be:

1.1.    In the case of the Environmental Levy – the amount that is the difference between 50% of the ad valorem rate and 50% of the Base Amount and the mandatory rebate to be applied under Section 575 of the Local Government Act.

1.2.    In the case of the Domestic Waste Charge – the amount that is the difference between $87.50 and the mandatory rebate to be applied under Section 575 of the Local Government Act.

2.       Notes the provision of $617,000 in the 2017/2018 budget to meet the cost of providing voluntary pension rebates.

 

 

Report

Description of Item:

The Local Government Act 1993, (the Act) provides that the Council must grant a mandatory rebate to eligible pensioners for rates and charges.  Council is then reimbursed by subsidy payment for a proportion of the amount rebated.  Section 582 of the Act provides that Council may grant an additional voluntary rebate.

 

The mandatory rebate for Ordinary Rates, Domestic Waste and the Environmental Special Rate is 50% (to a maximum of $250) of the sum of those three components.

 

In most instances this would result in pensioners not receiving any rebate on Domestic Waste charges and/or on the Environmental Special Rate (where the Ordinary Rate alone is $500 or more for example).

Issues:

Since 1997 Council has granted additional voluntary pensioner rebates to eligible pensioners in respect of the Environmental Levy and Domestic Waste Charges.  The granting of these additional rebates is resolved by Council on an annual basis.

 

Council when applying for its most recent Special Rate Variation, advised IPART of the voluntary rebate as an important element relating to ratepayer affordability with the payment of land rates.

Cessation of these additional rebates would obviously create a significant financial burden to those ratepayers already receiving a pensioner concession.

 

The cancellation of the voluntary rebates, or any reduction in the level of the benefit, only reduces the costs to Domestic Waste or the Environmental Levy, both of which virtually operate as their own funds.  The reduction cannot be diverted to any general purpose area.

Options:

This report is to enable the continuation of Council granting voluntary pensioner rebates to eligible pensioners for the Environmental Levy and Domestic Waste Charges.  At this time, the following options are available to Council:

1.   Adopt the recommendation provided to Council, which will enable the continuation of the voluntary pensioner rebates at the levels specified.

2.   Amend the recommendation provided to Council and then adopt. Depending on the nature of the amendment this may have an impact on the budgeted amount set aside for this additional rebate.

3.   Reject the recommendation provided to Council and therefore end the voluntary pensioner rebates. This would reduce operating expenditure; however, not continuing the rebates would create a financial burden in the payment of rates to those ratepayers currently eligible to receive a pensioner concession.

Sustainability Assessment:

•     Environment

There are no environmental impacts.

•     Social

The voluntary rebate on the Domestic Waste Charge provides, on average, a reduction in the amount payable by eligible pensioners of about $87.50 per annum.

 

The voluntary rebate on the Environmental Special Rate provides, on average, a reduction in the amount payable by eligible pensioners of about $19.50 per annum.

 

Cessation of these benefits would create a financial burden to eligible ratepayers.

•     Civic Leadership

The granting of voluntary pensioner rebates supports a number of objectives that have been identified within the Coffs Harbour 2030 Community Strategic Plan and is directly connected to the theme 'Looking after our Community' within the plan.

•     Economic – Broader Economic Implications

Council must also provide mandatory rebates in 2017/2018 for Ordinary (General) Rates (approximately $1,590,000), Water charges (approximately $480,000) and Sewer charges (approximately $470,000) - a total of approximately $2.54 million.

 

The State Government currently provides a grant equivalent to 55% of the mandatory rebates.  This will leave Council bearing a cost of approximately $1,143,000 for the mandatory rebates.  When added to the cost of voluntary rebates the total cost to Council for 2017/2018 will be approximately $1,760,000.

•     Economic - Delivery Program/Operational Plan Implications

The total cost of the voluntary rebates is built into the Operational Plan and Budget at $617,000 ($481,000 for Domestic Waste and $136,000 for the Environmental Levy).  The rates and charges structure for 2017/2018 has been set to take this into account.

Risk Analysis:

There are no identified risks in continuing the current voluntary rebates policy.

Consultation:

Council’s original application to the Minister of Local Government for a Special Rate Variation for the Environmental Levy back in 1997 stated that a pensioner rebate would apply.  A voluntary rebate under Section 582 of the Local Government Act 1993 remains the most appropriate mechanism to achieve this.

Related Policy, Precedents and / or Statutory Requirements:

The Council's current policy (adopted by resolution on 18 June 2002) is to grant a voluntary rebate on Domestic Waste charges, where applicable, to a maximum of $87.50.  At this time it is considered appropriate to continue this policy.  Council has previously provided a 50% rebate on the Environmental Levy (Special Rate).

Implementation Date / Priority:

The proposed voluntary pensioner rebates detailed in this report will apply for the 2017/18 financial year.

Conclusion:

This report summarises the mandatory and voluntary rebates for eligible pensioners for 2017/18 for Council’s consideration.

 

 

 


BS17/23       Environmental Levy Projects Quarterly Report to 31 March 2017

Author:                        Grants Administration Officer

Authoriser:                  Director Business Services

Coffs Harbour 2030:   LE1 We share our skills and knowledge to care for our environment

Attachments:              ATT1  BS17/23   Environmental Levy Program Quarterly Project Status Report to 31 March 2017  

 

EXECUTIVE SUMMARY

This report provides Council with a quarterly status update to 31 March 2017 on the projects funded under the Environmental Levy (EL) Program for Council’s consideration and noting.

 

 

Recommendation:

That Council notes the status of the Environmental Levy Program projects as at 31 March 2017 as outlined in the attachment.

 

 

Report

Description of Item:

This report provides an update on the status of the EL Program projects as at 31 March 2017 and a project status report is attached.

Issues:

There are no issues associated with the report.

Options:

As the report is for noting only, an options analysis is not provided.

Sustainability Assessment:

•     Environment

The EL Program is designed to ensure that environmental strategies as outlined within the Coffs Harbour 2030 Plan “Looking after Our Environment” theme are addressed.  All projects recommended for funding state how they are linked to a Council approved action or priority in a Natural Resource Management strategy or plan.  All recommended projects will result in beneficial outcomes for the environment of the Coffs Harbour Local Government Area (LGA) and some may have positive flow-on impacts outside the LGA.

•     Social

Determination of successful projects is based on assessment criteria which includes the following:

·    Generate a community benefit;

·    Be community based, and

·    Protect and / or rehabilitate the natural environment.

•     Civic Leadership

Council’s EL Program seeks to promote sound environmental practices and promotes leadership and involvement in key environmental issues which accords with Council’s strategic theme of “Looking after Our Environment”.

•     Economic – Broader Economic Implications

The EL Program funds environmental projects that would not otherwise be undertaken with revenue funding. For 2016/17 twenty-four submissions were received requesting a total of $1,811,451.

•     Economic – Delivery Program/Operational Plan Implications

The EL Program is funded through a special rate and is accounted for separately. There was $1,285,738 available for the EL projects in 2016/2017, which included income from the EL and a contribution from the Water Fund of $50,000 towards the Orara River works.  Sixteen projects/programs totalling $1,255,153 are included in the Operational Plan with $30,585 held as a matching grants fund.

Risk Analysis:

Each individual project will have individual risk profiles which are considered by the project owners.

Consultation:

Council staff and relevant community groups have contributed individual reports which have been collated to prepare this report.

Related Policy, Precedents and / or Statutory Requirements:

Submissions are assessed in accordance with Council’s Environmental Levy Policy.  Council receives quarterly reports on the status of EL projects throughout the year.

Implementation Date / Priority:

The EL projects will continue to be monitored to ensure their implementation.

Conclusion:

This report summarises the quarterly status of the EL Program project for Council’s consideration and noting.

 

 

 



 


 


 


 

 


NOM17/10   Toormina Skate Park & Velodrome

Attachments:              Nil

 

Motion:

Councillor Knight has given notice of her intention to move the following:

"1.  That Council give an overview of the current issues surrounding the Toormina Skate Park and the potential to effectively relocate this facility to an appropriate location within the Toormina Community.

2.    That Council provide an overview of the usage and cost of operation of the Velodrome located at Toormina."

 

 

Staff Comment:

An overview and report can be provided.

 

  


SC17/30       Kangaroo Management Plan for the Coffs Harbour Northern Beaches

Author:                        Senior Biodiversity Officer

Authoriser:                  Director Sustainable Communities

Coffs Harbour 2030:   LE3 Our natural environment and wildlife are conserved for future generations

Attachments:              ATT1  SC17/30   Kangaroo Management Plan for the Coffs Harbour Northern Beaches

ATT2  SC17/30   Executive Summary - Kangaroo Management Plan for the Coffs Harbour Northern Beaches

ATT3  SC17/30   Summary of Submissions

ATT4  SC17/30   CONFIDENTIAL          Complete Submissions

Confidential in accordance with Section 10A(2)(a) of the Local Government Act as it contains personnel matters concerning particular individuals (other than Councillors).  

 

Executive Summary

The objective of this report is to have Council endorse the Kangaroo Management Plan for the Coffs Harbour Northern Beaches (Attachment 1).  An executive summary is also provided at Attachment 2.

Coffs Harbour Local Government Area (LGA) is a focal area for important elements of north-east NSW’s renowned biodiversity, including the Eastern Grey Kangaroo.  Lands supporting relatively high kangaroo populations interface residential, caravan parks, holiday parks and golf courses at a number of locations along the Coffs Harbour Northern Beaches.  In these areas, residents and visitors experience encounters with free-ranging kangaroos, often positive but sometimes negative, in the form of direct threats and aggression.  Kangaroos are also the victims of domestic dog and human attacks and collisions with motor vehicles are not uncommon. 

The Kangaroo Management Plan for the Coffs Harbour Northern Beaches was developed in partnership with the National Parks and Wildlife Service (NPWS) and Wildlife Information, Rescue and Education Service Inc (WIRES), to address issues relating to populations of kangaroos living within, and in close proximity to, human population centres on the Coffs Harbour Northern Beaches.

 

Recommendation:

That Council:

1.   Adopt the Kangaroo Management Plan for the Coffs Harbour Northern Beaches (Attachment 1).

2.   Inform parties who made submissions to the exhibition of the draft Kangaroo Management Plan for the Coffs Harbour Northern Beaches, of Council’s resolution.

 

 

Report

Description of Item:

The draft Kangaroo Management Plan for the Coffs Harbour Northern Beaches was reported to Council on 23 March 2017. At that meeting, it was resolved that Council:

1.       Adopt in principle the attached Draft Kangaroo Management Plan for the Coffs Harbour Northern Beaches (Attachment 1) and place it on exhibition for a period of 28 days seeking feedback to enable Council’s final determination on this matter.

2.       Note that a further report be brought back to Council for consideration following the public exhibition of the draft Plan.

This report brings the Kangaroo Management Plan for the Coffs Harbour Northern Beaches back to Council for adoption following the public exhibition, in accordance with Resolution 2.

The Coffs Harbour region has naturally abundant Eastern Grey Kangaroo populations with highly suitable environmental conditions, expanding urban development and increasing interactions.  In recent times, a number of these interactions have been negative and have triggered heightened community concern and a call for authorities to respond. 

While kangaroo attacks and threats on people are infrequent they are locally significant.  Conversely, instances of human and domestic dog attacks on kangaroos are moderately frequent and have obvious kangaroo welfare implications including injury and often death.

Vehicle collisions with kangaroos are also a significant issue impacting all peri-urban locations associated with kangaroo populations.  Motor vehicle accidents are by far the single most common cause of WIRES kangaroo call outs on the mid-north coast. 

Other issues raised in the plan include the likelihood of disease transmission to humans, which was found to be very low, and biodiversity impacts from overgrazing of sensitive vegetation.

Consultation through the development of the plan showed that overall, the Coffs Harbour Northern Beaches community has an aversion to the idea of kangaroo culling, although some people have a desire to see lower numbers. 

The majority of people who live with kangaroos at the Coffs Harbour Northern Beaches enjoy kangaroo interactions and the appeal of observing wild kangaroos is also high for tourists and travellers. The idea of non-lethal methods of kangaroo population control, such as the remote delivery of contraceptive implants to female kangaroos, was supported and is currently part of a trial program being undertaken by the University of Sydney.

In addition to ongoing research, the main outcome of the plan is engagement and education as the basis for ongoing proactive management of kangaroo issues on the Coffs Harbour Northern Beaches. An engaged and educated community will go a long way towards resolving management issues.

Issues:

Action relating to kangaroo management issues is not supported by statutory drivers (as opposed to threatened species) and local government’s role in the management of native species is limited.  However Council does have a role as a land manager and as a consent authority. 

Land use planning undertaken without the consideration of kangaroo management issues has the potential to favour kangaroo population growth in unfavourable areas such as new residential areas waiting for houses to be built and community open spaces including sports fields and parklands.  Careful planning is needed to ensure new areas of conflict are not created.

The Kangaroo Management Plan for the Coffs Harbour Northern Beaches was placed on public exhibition for the period from 12 April 2017 to 10 May 2017. Council received a total of five submissions during this period. In summary, the submissions outlined the following matters:

 

·        Concerns regarding the impact of uncontrolled dogs on kangaroos (submissions 1 and 2).

·        Concerned that tourists do not understand that kangaroos can be dangerous (submission 3).

·        Request for a minor amendment regarding resources to undertake actions (submission 4).

·        Request for amendments to show a more positive view of kangaroos (submission 5).

·        Questions regarding the accuracy and usefulness of the report (submission 5).

A comprehensive summary of the five submissions is provided in Attachment 3. Attachment 4 (Confidential) provides each of the submissions in full.

It is considered that all issues raised in the submissions have been addressed.

Options:

1.   Support the recommendation in this report and adopt the Kangaroo Management Plan for the Coffs Harbour Northern Beaches; or

2.   Amend the recommendation in this report and/or elements of the plan; or

3.   Reject the recommendation.

Sustainability Assessment:

•     Environment

Kangaroos are an iconic species in Australia and the Kangaroo Management Plan establishes a strategic approach to maintaining wild populations of Eastern Grey Kangaroos on the Coffs Harbour Northern Beaches.

•     Social

The Coffs Harbour community has a desire to see their natural environment protected and conserved for future generations. This broad vision has been championed, along with other more specific goals and strategies, in the Coffs Harbour 2030 Plan which was adopted by Council in 2009.

•     Civic Leadership

The Kangaroo Management Plan for the Coffs Harbour Northern Beaches links to the following objectives of the Coffs Harbour 2030 Community Strategic Plan (CSP):

-      LC3 - We have strong civic leadership and governance

-      LE1 - We share our skills and knowledge to care for our environment

-      LE3 - Our natural environment and wildlife are conserved for future generations

-      LE4 - We reduce our impact on the environment

•     Economic – Broader Economic Implications

The sustainable management of the region’s kangaroo population provides broad economic benefits to the community as the iconic species is important to the region’s identity as an eco-tourism destination.

•     Economic - Delivery Program/Operational Plan Implications

Local Government has an essential role to play in managing and planning for kangaroo management through both land use planning and open space management. While the plan has no direct implications for the Delivery Program or Operational Plan, future planning and management of areas described in the plan should consider the outcomes of the plan.

Risk Analysis:

While there are no specific risks associated with the adoption of the plan, risks do apply to inaction.  Failure to act carries risks to the community and has animal welfare implications whereas the application of informed strategic management actions can ameliorate many likely impacts.

Consultation:

The plan has been prepared in consultation with the Coffs Harbour Kangaroo Management Committee who included representatives from the local community, Council, NPWS, WIRES, a local veterinarian, University of New England, the University of Sydney, and the NSW Office of Environment & Heritage.

Representatives of the Garlambirla Guyuu Girrwaa (Coffs Elders group) and the Garby Elders were also informed about the development of the Kangaroo Management Plan by NPWS and are in support of the plan.

 

The draft Kangaroo Management Plan for the Coffs Harbour Northern Beaches was placed on public exhibition for the period from 12 April 2017 to 10 May 2017. All submissions received are provided as summaries and in full (Attachments 3 and 4).

Related Policy, Precedents and / or Statutory Requirements:

Relevant Acts include:

Companion Animals Act 1998

Environmental Planning and Assessment Act 1979

Environmental Planning and Assessment Regulation 2000

Local Government Act 1993

National Parks and Wildlife Act 1974

Prevention of Cruelty to Animals Act 1979

Relevant documents of Council that may need to be reviewed once the plan is adopted include the Coffs Harbour Development Control Plan 2015.

Implementation Date / Priority:

Implementation of some actions has already commenced.  Implementation will be ongoing and will require partnership with other government departments, community organisations and the wider community. Once Council adopts the plan, it will be then endorsed by NPWS.

Conclusion:

This report has provided Council with an overview of the Kangaroo Management Plan for the Coffs Harbour Northern Beaches and recommends that the plan be adopted.

Kangaroo management is complex, and adaptive management informed by ongoing community engagement and education, as well as ongoing research, will be required over the long term.



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 




 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 



 


 


 


 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


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SC17/31       2017-2021 Disability Inclusion Action Plan

Author:                         Section Leader Community Planning & Performance

Authoriser:                  Director Sustainable Communities

Coffs Harbour 2030:   PL2 Our public spaces are enjoyed by all our people

Attachments:              ATT1  SC17/31   2017-2021 Disability Inclusion Action Plan  

 

Executive Summary

The NSW Disability Inclusion Act 2014 mandates that all NSW Councils develop and adopt a Disability Inclusion Action Plan by 30 June 2017.

 

The Disability Inclusion Action Plan 2017-2021 provides the strategic framework to guide Council in meeting its responsibilities with regard to the inclusion of people with a disability.  The Disability Inclusion Action Plan details the strategies and initiatives that will be undertaken to support people with a disability to more fully participate in community life and better access Council facilities and services.

 

The Disability Inclusion Action Plan is a whole of Council Plan that has been informed by external and internal consultation that included engagement with people with a disability and their carers, disability service providers, Council’s Access Advisory Committee, and staff and leaders from across Council. 

 

Recommendation:

That Council adopt the attached 2017-2021 Disability Inclusion Action Plan

 

 

Report

Description of Item:

The NSW Disability Inclusion Act was passed in August 2014.  This Act requires all Councils in New South Wales to develop and adopt a Disability Inclusion Action Plan (DIAP) by 30 June 2017 to promote the independence and inclusion of people with a disability.

 

The DIAP sets out strategies and initiatives that Council will deliver in the next four years to enable people with a disability to have greater access to Council information, services and facilities.

 

The DIAP is a statement of Council’s ongoing commitment to improving access and inclusion for people with a disability.  It is Council’s intent to take a leadership a role within the Coffs Harbour area to facilitate improvement across four focus areas which have been nominated, at a national level, by people with a disability as being of primary importance in creating an inclusive community.

Issues:

A disability is defined as any continuing condition that restricts everyday activity including learning, communicating, interacting with others and moving around.  In 2012, it was estimated that 23% or 16,226 people living in the Coffs Harbour local governemnt area (LGA) had some form of disability.  These range from profound core activity limitation to mild core activity limitation being physical, intellectual, mental, sensory or acquired brain injury.

 

Supporting the development of an accessible and inclusive area will benefit all people living in and visiting the Coffs Harbour LGA.  In particular, those with a disability, older people, people with a chronic illness, people experiencing temporary illness or injury and parents/carers of young children and their friends and families.

 

Accessible and inclusive communities are achieved through:

 

·    The design and construction of the built environment to comply with the Australian Standards for Disability Access and the Disability Discrimination Act to ensure it is possible for people with a disability to move around.

·    Supporting the participation of people with a disability in all aspects of community life by developing systems and processes that improve inclusivity and by promoting and fostering a culture where the inclusion of people with a disability is the norm.

 

Over recent years, a major shift has emerged in the way the Federal and State Government’s allocate funding to support people with a disability.  The National Disability Strategy is a commitment to a unified, national approach to improving the lives of people with a disability, their carers and families and to provide leadership for a community-wide shift in attitudes.  Under this new approach, it is the goals and aspirations of the individual that are central as is choice and control.

 

The provision of accessible and inclusive communities is a vital part of enabling all people to participate in community life.  As such, the NSW Disability Inclusion Act 2014 requires Council to adopt a DIAP by July 2017.  The purpose of the DIAP is to help ensure people with a disability can have equal access to information, services and facilities provided by Council, and can enjoy public spaces and participate in the public life of the community.

 

Council’s DIAP has been developed in accordance with the NSW Disability Inclusion Action Planning Guidelines for Local Government.  The DIAP addresses the four ‘key focus areas’:

 

1.   Developing positive community attitudes and behaviours

2.   Creating liveable communities

3.   Supporting access to meaningful employment; and

4.   Improving access to services through better systems and processes.

 

The DIAP includes background information, a demographic snapshot, consultation summary and strategies and initiatives in relation to the four key areas.

 

Implementation of the DIAP will be reported on annually as part of Council’s reporting mechanisms.  As per legislation, the DIAP will be lodged with the Disability Council NSW once adopted.  A review of the DIAP will be conducted prior to 2021 to inform the development of the 2021 – 2025 DIAP.

 

Stakeholder Engagement:

 

Coffs Harbour City Council participated in a regional approach to planning for the development of the DIAP in collaboration with seven other Councils across the Mid North Coast and Northern NSW region.  A stakeholder survey about access and inclusion was collaboratively developed by the participating Councils, and a survey conducted across all of the Council areas.  The survey generated 540 responses, 102 of which came from the Coffs Harbour LGA.  The survey asked what was most important for access and inclusion across the areas of attitudes and behaviour, liveable communities, employment, and systems and processes.  In addition, consultation was undertaken with service providers across the region.  In the Coffs Harbour LGA, this included consultation with the Deaf Society and Ability Links.

 

Using this feedback, strategies and initiatives for a draft DIAP were developed in consultation with internal stakeholders from across the organisation.  In May 2017, two external stakeholder consultation sessions were held to discuss the draft DIAP strategies.  In addition to this, Council’s Access Advisory Committee has reviewed and provided feedback on the draft DIAP.

Options:

1.       Adopt the 2017-2021 Disability Inclusion Action Plan.

2.       Council may amend the 2017-2021 Disability Inclusion Action Plan prior to adoption.

3.       Council may reject adoption of the 2017-2021 Disability Inclusion Action Plan.  Selection of this option means that Council would be unable to meet the legislated adoption timeframes in contravention of the NSW Disability Inclusion Act 2014.

Sustainability Assessment:

•     Environment

There are no related environmental implications for Council.

•     Social

The overall direction and the strategies outlined in the DIAP identify clear social benefits to the community.  These recognise that inclusion reduces disadvantage, isolation and discrimination and contributes to a stronger community.

•     Civic Leadership

The DIAP demonstrates Council’s commitment to inclusivity and to taking leadership with regards to the primary importance of creating an inclusive community within the Coffs Harbour LGA.

•     Economic – Broader Economic Implications

Strategies within the DIAP identify potential opportunities for future growth and prosperity from increased visitors to the region by providing increased access to a wide range of experiences, services and facilities.

•     Economic - Delivery Program/Operational Plan Implications

The DIAP has been developed with careful consideration of Council’s current internal capacity and resources.  It recognises that delivering certain strategies will be dependent on successful bids for external funding.

 

Implementation of the DIAP will require an ongoing allocation of Council funds and other project based grant allocations (if successful) and a detailed work plan for strategies.  These will need to be considered as part of business planning and the development of Council’s annual Operational Plan.

Risk Analysis:

The preparation of the DIAP is a legislative requirement.

Consultation:

The DIAP has been informed by consultation with a range of external stakeholders and internal consultation was undertaken with all relevant staff and leaders.

 

It should be noted that there is no statutory requirement to publicly exhibit a Draft DIAP, and being a largely internally focused document, it was felt that targeted consultation with key stakeholders to help inform the development of the of the Plan would be more beneficial than broad 'public consultation' on a draft.

Related Policy, Precedents and / or Statutory Requirements:

NSW Disability Inclusion Act 2014

Implementation Date / Priority:

The DIAP will take effect from 1 July 2017.

Conclusion:

The provision of accessible and inclusive communities is a vital part of enabling people with a disability to participate in community life.  The DIAP will enhance Council’s leadership in this area. The DIAP will ensure a strategic approach to supporting people with a disability to fully participate in community life and accessing Council facilities and services.  It will also assist Council in meeting its obligations in relation to the NSW Disability Inclusion Act 2014.

 

 

 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


SC17/32       2017/18 Community Capital Infrastructure Grants Program

Author:                        Community Planning & Engagement Specialist

Authoriser:                  Director Sustainable Communities

Coffs Harbour 2030:   PL1 Our infrastructure and urban development is designed for sustainable living

Attachments:              ATT1  SC17/32   2017/18 Community Capital Infrastructure Grants Program - Project Summary  

 

Executive Summary

Council’s 2017/18 Operational Plan allocates an amount of $300,000 for the Community Capital Infrastructure Grant Program to fund community infrastructure projects.  Council sought applications from not-for-profit organisations seeking to construct new public facilities or to refurbish existing infrastructure.

 

Ten applications, requesting $266,224 from the grant, were received for proposed projects to the value of $601,463.  Council considered all applications for capital funding in accordance with the assessment criteria and nine applications are recommended for funding.

 

Recommendation:

That Council:

1.       Approve the allocation of Community Capital Infrastructure Grants totalling $266,224 as follows:

Organisation

Proposed Project

Total Cost of Project

Council Funding Recommended

Rotary Club of Coffs Harbour South

Construction of laundry and bathroom facilities for homeless persons

$207,942

$111,000

Gumnut Cottage Child Care Centre

Replacement of awnings and drainage works in the play space

$148,341

$50,000

Coffs Harbour Men’s Shed Inc.

Stage 3 - Construction of a mezzanine floor in new Men’s Shed

$80,183

$37,303

Sawtell Tennis Club Inc.

Upgrade and installation of lighting on courts 1,2 & 3

$47,291

$23,645

Westside Tennis Club Inc.

Installation of 12 new LED lights on 3 tennis courts

$31,445

$17,152

Woolgoolga Neighbourhood Centre

Interior painting and replacement of carpet at Marsh House

$19,563

$9,781

Woolgoolga Regional Community Gardens Inc.

Fit-out of container for a meeting and educational space including a small kitchen and office

$18,227

$9,608

Boambee East Community Centre Inc.

Installation of air conditioning system

$10,600

$5,300

Coffs Harbour Creative Arts Group Inc.

Installation of exit signage and a pathway at the rear of the building for emergency egress

$4,871

$2,435

Total:

$568,463

$266,224

 

2.       Reallocate the balance of $33,776 from the Community Capital Infrastructure Grants Program for:

2.1  The provision of plaques for sites in receipt of funding from this Program, to recognise Council’s support, including those receiving funding in previous years - $3,000

2.2  To fund an external provider to deliver capacity building workshops for community groups that support and strengthen their ongoing viability and financial sustainability - $8,000

 

 

Report

Description of Item:

The Community Capital Infrastructure Grants Program is a source of funds that community groups can access for capital improvement works.

 

The objectives of the Community Capital Infrastructure Grants Program are to ensure that:

 

1.       Council assists in the provision of innovative community projects that target community needs and result in direct benefits to the wider community.

2.       Council assists in increasing participation in, and accessibility and range of, community organisations for the residents of the Coffs Harbour local government area.

3.       Council has a consistent, equitable and transparent process to respond to requests by community organisations for funding of capital infrastructure.

4.       Partnerships and joint ventures are encouraged to maximise outcomes from limited resources.

 

This program is designed to assist with the development of public infrastructure.  Projects should demonstrate a strong community benefit that is clearly identifiable and where possible quantifiable. 

 

Applications were considered in accordance with the assessment criteria, with the recommended applications for funding determined on merit.  A panel of technical staff met initially to determine if there were any issues or concerns with the applications.  A further panel of Section Leaders then met to score the applications.

 

To be eligible for funding under the Community Capital Infrastructure Grants Program, the applicant is required to demonstrate co-funding to a minimum of 50%.  This co-funding could be in cash, grants, in-kind labour, materials supply or other, with the proviso that the applicant is required to make at least a 20% financial cash contribution.

 

All projects must be completed within one year of the organisation receiving the funds, in accordance with the timeframe set in the application, and Council will require formal acquittal of the grant for all funding in excess of $20,000.

 

Council requires as a condition of the grant that the successful applicant will assume all normal commercial responsibility including public risk and/or any other appropriate insurance cover for the project.

Issues:

Distribution of the funding within the Community Capital Infrastructure Grants Program is recommended by an assessment panel and based on eligibility, merit of the project in accordance with the triple-bottom line assessment (taking in to account social, economic and environmental factors), and the perceived ability of the applicant organisation to manage the project.

 

Of the applications received for the 2017/18 Program, nine proposals are recommended for funding, totaling $266,224, leaving a balance of $33,776.  Given the relatively small balance remaining and the resource intensity required of staff to administer the grant process, a second round of this Program for 2017/18 is not suggested.  It is recommended that this balance be instead reallocated for:

 

·        The provision of plaques for sites in receipt of funding from this Program, to recognise Council’s support, including those receiving funding in previous years - $3,000

·        To fund an external provider to deliver capacity building workshops for community groups that support and strengthen their ongoing viability and financial sustainability - $8,000

·        To allocate the remaining balance of $22,776 for additional Council community facilities renewal works in 2017/18.

 

The following table lists those projects recommended by the Assessment Panel:

 

Organisation

Proposed Project

Total cost of project

Council funding recommended

Rotary Club of Coffs Harbour South

Construction of laundry and bathroom facilities for homeless persons

$207,942

$111,000

Gumnut Cottage Child Care Centre

Replacement of awnings and drainage works in the play space

$148,341

$50,000

Coffs Harbour Men’s Shed Inc.

Stage 3 - Construction of a mezzanine floor in new Men’s Shed

$80,183

$37,303

Sawtell Tennis Club Inc.

Upgrade and installation of lighting on courts 1,2 & 3

$47,291

$23,645

Westside Tennis Club Inc.

Installation of 12 new LED lights on 3 tennis courts

$31,445

$17,152

Woolgoolga Neighbourhood Centre

Interior painting and replacement of carpet at Marsh House

$19,563

$9,781

Woolgoolga Regional Community Gardens Inc.

Fit-out of container for a meeting and educational space including a small kitchen and office

$18,227

$9,608

Boambee East Community Centre Inc.

Installation of air conditioning system

$10,600

$5,300

Coffs Harbour Creative Arts Group Inc.

Installation of exit signage and a pathway at the rear of the building for emergency egress

$4,871

$2,435

Total:

$568,463

$266,224

 

A summary of the projects recommended for funding is at Attachment 1.

 

Proposed unsuccessful applications:

The following table lists those projects not recommended for funding by the assessment panel.

 

Organisation

Proposed project

Total cost of project

Council funding recommended

Coffs Harbour Community In Need, Homeless

Redirection of recycled marketable goods to those in need in Coffs Harbour

$33,000

$0

Total:

$33,000

 

 

This grant application is not recommended for funding in the current round as it did not meet the guidelines for the Program regarding the criteria for capital expenditure or organisation incorporation.  The applicant was referred to Council’s Waste Education Officer to further discuss their proposal.

Options:

There are several options that may be considered by Council including:

 

1.    Adopt the recommendation provided to Council.  This option provides for the optimal distribution of grant funding based on the submissions received and the assessment process.

2.    Amend the recommendation provided to Council and then adopt.

3.    Reject the recommendation provided to Council.  Selection of this option requires that Council cannot distribute the grants to the community.  As a consequence, the applicant groups who applied for grant funding would be required to fund their projects from other sources.

Sustainability Assessment:

•     Environment

The assessment panel considers the merit of each project based on the impact of the surrounding environment.  The panel also considers the location of the proposed projects in terms of community amenity and acceptance.

•     Social

Applicants are required to identify both the community benefit and need provided by the project; and how this benefit has been determined or quantified.

•     Civic Leadership

This approach is addressed in Coffs Harbour 2030 through PL 2.2 ‘Provide public spaces and facilities that are accessible and safe for all’.

•     Economic – Broader Economic Implications

The assessment of projects under the Program is in part based on:

 

-      Each project’s capital costs, the total lifecycle or maintenance costs, and value for money; and

-      The economic benefits that may exist due to the projects, which may be a reduction on other costs or income derived.

•     Economic - Delivery Program/Operational Plan Implications

The funds for this Program are included in the 2017/18 Operational Plan.

Risk Analysis:

The guidelines for this Program includes clauses requiring applicants to have in place public liability insurance (minimum $20m), personal injury income protection for volunteer insurance and/or any other appropriate insurance cover for the project.  Council is to be noted as an interested party on all insurance certificates for the purpose of the grant.

 

The Program’s guidelines also require that all works are carried out in a safe work environment in accordance with the Work Health and Safety Act, Regulations and Codes of Practice.  Only licensed contractors are to undertake related works to the project.  Council also reserves the right to pre-approve contractors for the project.

 

The guidelines for the Program include provisions relating to financial reporting, governance and a structured schedule to ensure that grantees fulfill the objectives of their application.  A formal acquittal of the grant is required on completion of the project for those projects allocated in excess of $20,000.

Consultation:

The report has been developed through a consultative process that has included input from a range of Council officers and an assessment panel.

Related Policy, Precedents and / or Statutory Requirements:

The initial Community Grants Program commenced in 2013/14 with a budget allocation of $100,000, and has been undertaken every year since with the Program budget amount increasing to the current provision of $300,000 from 2016/17.

Implementation Date / Priority:

Applicants will be notified at the earliest possible time and grant funding will be made available to recipients on substantial completion of the planned project, in accordance with the guidelines for this Grant Program.

Conclusion:

The Community Capital Infrastructure Grants Program is a funding initiative that assists Council to work in partnership with not-for-profit organisations to deliver projects that improve public infrastructure.

 

 



 


 


 


 


SC17/33       Coffs Harbour Public Realm Strategy Project Plan

Author:                        Senior Planner / Urban Designer

Authoriser:                  Director Sustainable Communities

Coffs Harbour 2030:   PL2 Our public spaces are enjoyed by all our people

Attachments:              ATT1  SC17/33   Project Plan - Coffs Harbour Public Realm Strategy  

 

Executive Summary

Coffs Harbour City Council’s Open Space Strategy 2010 and Street Tree Masterplan 1999 have both reached their intended expiry date and thus require review and updating.

The purpose of this project is to update these two documents as part of a more comprehensive Public Realm Strategy which provides for a broader understanding of open space to include the public realm, not just green spaces but all external spaces available for public use, such as: main streets, streets, forecourts, squares, bicycle and pedestrian links and waterways.

In essence, the Public Realm Strategy will provide a vision and direction for the public realm within the Coffs Harbour Local Government Area (LGA).  The Strategy will be utilised across Council to assist with the planning, design and management of the public realm with the ultimate aim of developing a sense of place for Coffs Harbour’s public spaces.  The Strategy will also provide for a cohesive and legible public realm to ensure that public spaces within the LGA respond to increasing population and demographic change, and our changing lifestyles.

At its Ordinary Meeting of 11 May 2017, Council considered a report on this matter and made the following resolution:

That Council move that this matter be deferred pending,

1.       Comprehensive briefing for Councillors;

2.       Provision of links to all relevant documents; and

3.       Provision of material clearly displaying graphics.

In response to this resolution, a colour copy of the report and project plan (including the graphics) has been made available in the Councillor Resource centre.  A comprehensive briefing for Councillors was also facilitated on Monday 5 June 2017.  Council’s existing Open Space Strategy and Street Tree Masterplan are available on Council’s website.

The purpose of this report is to provide Council with a revised Project Plan for the preparation of a Public Realm Strategy outlining the delivery of the project, and to advise how it is proposed to fund the project.

The project plan has been revised to address issues raised at the Councillor briefing on 5 June 2017.  The project plan now comprises a requirement for the preparation of ‘universal standards’ across the LGA in Part 1 of the project.  This will ensure that immediate ‘high priority’ projects can be implemented which will still provide high quality urban design outcomes prior to the completion of place manuals.

 

Recommendation:

That Council:

1.       Endorse the Project Plan for the Coffs Harbour Public Realm Strategy (Attachment 1).

2.       Engage an appropriately qualified consultant(s) to complete the project as described within the Project Plan (Attachment 1), once funds become available.

 

 

Report

Description of Item:

The public realm comprises both ‘physical’ and ‘social’ elements, where the physical elements of the public realm refers to the series of spaces and settings that support or facilitate public life; and where the social elements of the public realm refer to the interactions, activities and events occurring there.

The Public Realm Strategy will provide the necessary framework for Council to integrate and coordinate various departments and disciplines to assist in the implementation of a coherent public realm for the community.  It will also assist in the identification of relevant Council strategies, policies and plans that impact on public spaces and assist in the delivery and maintenance of the public realm that is captured within these documents.  An integrated approach will allow the effective and efficient delivery of a high quality public realm and its spaces and places for the community.

At its Ordinary Meeting of 11 May 2017, Council considered a report on this matter and made the following resolution:

That Council move that this matter be deferred pending,

1.   Comprehensive briefing for Councillors;

2.   Provision of links to all relevant documents; and

3.   Provision of material clearly displaying graphics.

In response to this resolution, a colour copy of the report and project plan (including the graphics) has been made available in the Councillor Resource centre.  A comprehensive briefing for Councillors was also facilitated on Monday 5 June 2017.  Council’s existing Open Space Strategy and Street Tree Masterplan are available on Council’s website.

The purpose of this report is to provide Council with a revised Project Plan for the preparation of a Public Realm Strategy outlining the delivery of the project, and to advise how it is proposed to fund the project.

The project plan has been revised to address issues raised at the Councillor briefing on 5 June 2017.  The project plan now comprises a requirement for the preparation of ‘universal standards’ across the LGA in Part 1 of the project.  This will ensure that immediate ‘high priority’ projects can be implemented which will still provide high quality urban design outcomes prior to the completion of place manuals.

The Public Realm Strategy will be broken up into two parts:

·    Part 1 will comprise the strategic context including the characterisation of places/spaces within the LGA, the vision and direction for Coffs Harbour’s public realm, methodology, types of public spaces, benchmarks, principles and recommended actions.  This part will also incorporate a series of ‘universal standards’ to enable high priority projects to be implemented prior to the finalisation of Place Manuals.

·    Part 2 will comprise detailed analysis of each of the places identified in Part 1 of the Strategy in consultation with stakeholders.  This analysis will include (but will not be limited to) defining the desired character; streetscapes and urban design; people and vehicle movement networks; public art; companion animals management; public spaces; and cultural heritage.  This part will also include an overview of recreational assets within the LGA in respect to their suitability for the current needs of the community.

Implementation of the Public Realm Strategy will occur via the creation of ‘Place Manuals’ for the various places identified in Part 1 of the Strategy.  These ‘Place Manuals’ will be prepared as part of a separate ‘Place Manual Project’ which is outside the scope of this Project Plan.

Short term immediate high priority projects will be facilitated by the development of ‘universal standards’ across the LGA in Part 1 of the project.  This will ensure that projects implemented prior to the completion of place manuals accord with minimum standards and provide high quality urban design outcomes.

The Place Manual Project will be integral to the implementation of Council’s Public Realm Strategy and Local Growth Management Strategy - Residential Component (currently being prepared).  The outcomes of this separate project will be the development of a ‘Place Manual’ for each of the various places identified in Part 1 of the Public Realm Strategy.  Each place manual will define specific design criteria and desired outcomes based on the analysis undertaken in Part 2 of the Public Realm Strategy and the ‘Actions’ contained within Council’s Residential Strategy.

The following diagram illustrates the context in which the Public Realm Strategy will operate:

Figure 1: Public Realm Strategy Context

Issues:

A Public Realm Strategy for the Coffs Harbour LGA is needed to:

-      Update Council’s existing Open Space Strategy 2010 and Street Tree Masterplan 1999;

-      Deliver a contemporary, cohesive and long-term unified vision for the public realm of the Coffs Harbour LGA;

-      Deliver broad strategic goals of both Council and the community;

-      Deliver high quality public spaces;

-      Ensure that public space responds to increasing population, demographic change and changing lifestyles;

-      Link strategic issues, funding and maintenance to ensure that the desired vision across the public realm is achievable; and

-      Activate public spaces within the LGA.

Key issues which will need to be addressed in the preparation of the Public Realm Strategy include the following:

-      Strategic context within the planning framework;

-      Existing public spaces within the LGA and their suitability for the current needs of the community;

-      Emerging trends in public spaces;

-      Emerging coastal processes and threats;

-      Environmental and social characteristics/influences;

-      Demographic shifts and changing lifestyles;

-      Development contributions within the public realm; and

-      Equitable distribution of public open space within the LGA.

Options:

1.   Adopt the recommendations of this report to enable the preparation of a Public Realm Strategy for the Coffs Harbour LGA.  This option will enable Council to deliver high quality public spaces based on the community’s vision and needs.

2.   Reject the recommendations provided in this report.  This option will result in the retention of the outdated Coffs Harbour City Council Open Space Strategy 2010 and Street Tree Masterplan 1999 for the LGA, and missed opportunities to improve public realm outcomes.

Sustainability Assessment:

·   Environment

Environmental factors will be considered in the development of a Public Realm Strategy.  Part 1 of the Public Realm Strategy will include the identification of the ‘types’ of spaces within the Coffs Harbour LGA, such as environmental spaces, green links (significant vegetation links), blue links (waterways) and parks and reserves.  Part 1 of the Strategy will also identify key relevant strategies which apply to these types of spaces and the associated management outcomes of for these spaces.  Part 2 of the Strategy will provide for further analysis of such spaces and community consultation to ensure that Council’s maintenance of such spaces accords with the community’s vision and needs, and to ensure that the values of these spaces are recognised in the ongoing maintenance and use of such spaces.

·   Social

The development of a Public Realm Strategy for the Coffs Harbour LGA will ensure that the broad strategic goals of both Council and the Community relating to the public realm are realised.  In this regard, the Project Plan for the preparation of Part 1 of the Strategy incorporates the consideration of the outcomes of the MyCoffs project to ensure that the community’s current vision for the public realm is captured.  Extensive stakeholder consultation and engagement will also occur in the preparation of Part 2 of the Strategy as part of the detailed analysis of places around the LGA.

·   Civic Leadership

A Public Realm Strategy for the Coffs Harbour LGA will significantly improve the quality of the public realm for the community.  Utilisation of the outcomes from the MyCoffs project as part of the preparation of Part 1 of the Strategy will ensure that public realm improvements are based on the community’s vision and needs for the various distinctive places which make up the LGA.

·   Economic – Broader Economic Implications

The Public Realm Strategy will provide the necessary framework for Council to integrate and coordinate various departments and disciplines within the organisation which relate to the public realm.  An integrated approach will provide for a much more effective and efficient delivery of high quality public realm outcomes.

·   Economic - Delivery Program/Operational Plan Implications

As discussed in the Project Plan (Attachment 1), it is proposed to seek the services of a professional consultant(s) to prepare Parts 1 and 2 of the Strategy.  Part 1 has been assessed at $97,000.00 (inc GST) and Part 2 has been assessed at $109,000.00 (inc GST).  In addition, funds have been allocated to cover project management and contingencies, internal printing, community engagement activities, advertising and meeting facilities required for the duration of each part of the project.

Council’s draft Operational Plan 2017/18 has allocated project funds to complete Part 1 of the project.  Council’s draft Delivery Program 2017 to 2021 has allocated sufficient funds to complete Part 2 of this project.  Once the Operational Plan 2017/18 is adopted, and if the Public Realm Strategy Part 1 is included, it will be possible to engage consultants to complete Part 1.  Part 2 will not be commenced until funds are allocated in the 2018/19 Operational Plan.

Risk Analysis:

A draft Public Realm Strategy will be placed on public exhibition prior to its final adoption by Council, thereby providing opportunity for stakeholder and community engagement and thus reducing Council’s risk.  Detailed analysis and significant stakeholder engagement will be undertaken as part of the preparation of Part 2 of the Public Realm Strategy to further minimise Council’s risk.

Consultation:

Community feedback obtained during the preparation of Council’s draft Community Strategic Plan (MyCoffs Project) identifies that our community desires liveable neighbourhoods with a defined identify and that their neighbourhoods are designed to meet their needs.  In addition, community feedback obtained to date as part of the preparation of Council’s new Urban Lands Strategy overwhelmingly supports high quality streetscapes and public spaces; an integrated network of cycleways and footpaths; design excellence in planning controls; and planning controls which are reflective of the community’s needs relative to each specific neighbourhood / place.

The Project Plan (Attachment 1) for the preparation of a Public Realm Strategy for the Coffs Harbour LGA incorporates the consideration of the outcomes of the MyCoffs Project and Residential Lands Strategy to ensure that the community’s current vision for the public realm is captured.

Extensive stakeholder and community engagement will also be undertaken during the preparation of Part 2 of the Strategy as part of the detailed analysis of each ‘place’.

In addition, the project plan for the preparation of the Strategy includes a requirement for the public exhibition of the draft Strategy to ensure that the community is actively engaged throughout the process.

Following public exhibition of the plan, a final report will be presented back to Council accompanied by submissions made during the formal exhibition period.

Related Policy, Precedents and / or Statutory Requirements:

There are no statutory requirements in relation to preparing a Public Realm Strategy, apart from legislative requirements associated with the management of certain land tenures under the Local Government Act 1993, Crown Lands Act 1989 and National Parks and Wildlife Act 1974.

Once completed, the design criteria and design outcomes will inform the preparation of ‘Place Manuals’ in conjunction with the actions contained within Council’s Residential Strategy.  The Place Manuals will then inform future amendments to Council’s statutory planning framework and the preparation or review of other relevant plans and strategies such as Council’s:

-      Sports Facility Plan;

-      Cultural Strategic Plan;

-      Masterplans and Plans of Management;

-      Companion Animals Management Plan;

-      Public Art Strategy;

-      Integrated Transport Plan;

-      Engineering Drawings;

-      Development Contribution Plans;

-      Detail Design Plans;

-      Development Specifications; and

-      Other relevant Council policies and guidelines.

Implementation Date / Priority:

As discussed above, Council’s draft Operational Plan 2017/18 has allocated sufficient project funds to complete Part 1 of the project.  Council’s draft Delivery Program 2017 to 2021 has also allocated sufficient funds to complete Part 2 of this project.  If Council’s adopted Operational Plan for 2017/18 retains funds to complete Part 1 of the project, Part 1 of the project can commence in July 2017 as detailed in the Project Plan (Attachment 1).

Conclusion:

The Public Realm Strategy will provide the necessary framework for Council to integrate and coordinate various departments and disciplines within the organisation that affect the public realm.  This integrated approach will provide for a much more effective and efficient delivery of a high quality public realm in accordance with Council’s resources and the community’s vision and needs.

 

 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 

 


NOM17/11   "Freecycle" Community Initiative

Attachments:          Nil

 

Motion:

Councillor Townley has given notice of her intention to move the following:

"That Council enter into dialogue with the Coffs Harbour "FreeCycle" group to investigate possible linkages regarding diversion of bulky goods waste in the form of household goods into a market for low income housholds."

 

 

Rationale:

“The problem of bulky goods waste is currently being reviewed by Council. At present there are few options for diversion since Council is still under contract for bulky goods to be collected, compacted and disposed of in landfill.

A community group in Coffs Harbour promoting "Freecycling" has successfully matched thousands of unwanted items with needy recipients. The response has been so overwhelming that the initiative can easily be expanded. There is the strong possibility of Council playing some sort of role in this waste diversion. There are significant benefits in terms of landfill reduction as well as social benefits in assisting people to obtain needed household items such as furniture and whitegoods. 

Council staff could open dialogue with the organisers of this community initiative and possibly seek to develop this model into something which could be applied more widely in our LGA and potentially as a model for other Councils.”

Staff Comment:

Staff have already opened dialogue as per the Notice of Motion. Staff are further exploring with this, and other similar, community and online groups, over coming weeks.

 

  


T17/14          TRUST REPORT - Relocation of Marine Rescue Woolgoolga to Arrawarra Headland Facility - Progress Report

Author:                        Manager Holiday Parks and Reserves

Authoriser:                  Director Business Services

Coffs Harbour 2030:   LC1 Coffs Harbour is a strong, safe and adaptable community

Attachments:              Nil

 

 

Executive Summary

In accordance with Council’s resolution 2017/3 at its meeting held on 9 February 2017, progress reports are provided to each Council meeting on the relocation of Marine Rescue Woolgoolga to Arrawarra Headland.

 

 

Recommendation:

That Council, as Corporate Manager of the Coffs Coast State Park Trust, note the progress report.

 

Report

Council, as Corporate Manager of the Coffs Coast State Park Trust, is continuing to work with Marine Rescue Woolgoolga (MRW) and Woolgoolga Surf Life Saving Club (WSLSC) to secure suitable bases of operation for each organisation.  After significant investigation work a suitable location for MRW has been found at the Arrawarra Headland Research Station, which is also a Crown Reserve.

 

The proposed relocations are vitally important to the future operations of both MRW and the WSLSC.  The WSLSC advised the Trust in early 2017 that a Federal grant is at threat due to the WSLSC project not being ‘spade ready’ by 30 June 2017.  However, a letter of intent has been provided to the WSLSC to assist in securing the grant funds on the advice from the funding body and Mr Hogan MP.

 

Progressing the proposed relocations has required significant negotiations to change existing tenures and ensure the future operational requirements of all parties are considered.  The land tenure changes required to enable the MRW relocation to occur are complete.  Following initial design work, obtaining quantity surveying estimates and further negotiations, up to $600,000 funding from the Coffs Coast Trust has now been committed to the MRW relocation project.

 

This report provides progress on the MRW relocation project as at 9 June 2017 (Council/Trust reports due date) and is detailed by milestone in the following table.  It should be noted that the completion of milestones is at certain stages dependent on other parties.  Council officers recognise the critical importance of completing the MRW relocation project as quickly as possible to facilitate WSLSC’s relocation.

 


 

 

Milestone

Status as at 9 June 2017

Legal access to the Arrawarra Headland facility

NPWS officers have indicated that a letter of consent could be issued to facilitate access until such time as the Coffs Coast Regional Park Plan of Management is adopted. NPWS officers have advised that the issue is progressing but is being held up by internal resourcing issues. NPWS has now verbally advised that they intend to issue the necessary letter of consent to permit legal access the site by 16 June 2017.

Final design of the Arrawarra Headland facility

Awaiting outcome of DA before finalisation.

Development consent for the Arrawarra Headland facility

Further information regarding Aboriginal Cultural Heritage, Bushfire Assessment and Ecological Assessment is required and officers are sourcing this information to allow assessment to be finalised.

Tender and contract for construction of the Arrawarra Headland facility

Awaiting outcome of DA before tender is issued.

Surrender of Marine Rescue lease at Woolgoolga Beach Reserve

Marine Rescue NSW has previously confirmed their intent to relinquish their existing lease once construction contract documentation is executed.  They have recently provided written confirmation of this contingent upon Council meeting their requirements for the new base of operations at Arrawarra.

 

The Lease Lot for WSLSC has been finalised and will be subject to a DA prior to having the lease lot registered with Land and Property Information (LPI).  The WSLC has requested that this be included as part of their current DA.

Marine Rescue Fundraising

Negotiations are continuing with Marine Rescue regarding ongoing use of the reserve for fundraising activities and the development of a sponsorship arrangement in lieu of a built form facility for market activities.