Coffs Harbour City Council

18 April 2018

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 26 April 2018

 

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

GM18/09         Council Policies................................................................................................... 3

GM18/10         City Centre Master Plan Committee........................................................ 17

Directorate Reports - Business Services

BS18/19          Bank and Investment Balances for March 2018................................ 152

BS18/20          Classification of Land as Operational - Lot 98 DP 1165173, Solitary Islands Way, Sandy Beach............................................................................ 173

BS18/21          Release of restriction on the use of land at 1144 East Bank Road, Nana Glen........................................................................................................................ 176

BS18/22          Recoupment of Prior Expenditure from the Woolgoolga Town Centre Car Parking Developer Contributions Plan..................................... 179

BS18/23          Workforce Management Plan 2017-2021 - Gender Equality Strategies and Action Plan................................................................................................ 190

Directorate Reports - Sustainable Communities

SC18/16          Draft 2017-2021 Delivery Program (Year 2), Draft 2018/19 Operational Plan, Draft 2018-2021 Delivery Program Budgets and Draft 2018/19 Fees and Charges...................................................................................................... 198

SC18/17          Stronger Country Communities Fund - Round 2............................. 548

SC18/18          Regional Sports Infrastructure Fund (RSIF)................................... 561

Trust Reports

T18/04             TRUST REPORT - Short Term Tenure for Former Deep Sea Fishing Club.................................................................................................................................. 568   


GM18/09      Council Policies

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

MyCoffs:                      D.1 Our leaders give us confidence in the future

Attachments:              ATT1  GM18/09  Cemetery Management Policy

ATT2  GM18/09  Customer Service Policy

ATT3  GM18/09  Customer Service Charter  

 

Executive Summary

The purpose of policy is to document Council’s intent, commitment and/or a position on a particular topic as well as ensure transparency and accountability in local government.  This report presents two policies and a supporting Charter for council adoption.

 

Recommendation:

That Council adopts the following policies:

1.       Cemetery Management Policy

2.       Customer Services Policy

3.       Customer Service Charter

 

Report

Description of Item:

The purpose of policy is to document Council’s intent, commitment and/or a position on a particular topic as well as ensure transparency and accountability in local government.  The following table provides detail of the policies that are ready for adoption.

 

Policy Name

Policy Detail

Cemetery Management Policy

Coffs Harbour City Council manages seven cemeteries:

·    Bucca Cemetery – monumental

·    Coramba Cemetery – monumental

·    Coffs Harbour Historical Cemetery – monumental

·    Coffs Harbour Lawn Cemetery (Karangi) (Developing)

·    Woolgoolga Monumental and Lawn Cemetery

·    Corindi Historical Cemetery

The purpose of this document is to detail Council’s policy on:

·    Interment rights

·    Managing the Cemetery Register

·    Burials and interment

·    Plinths and plaques

·    Cemetery management and conditions of use

Customer Services

The purpose of this policy is to establish a standard approach to managing contact and interaction with customers. 

This policy identifies ‘levels of service’ targets across our main customer interaction channels, as well as mechanisms to be used in measuring customer satisfaction in regards to both customer service and service outcomes. 

This policy forms part of Council’s ‘Customer Service Framework’ and will be used as a source document for the development of a staff training program to create a customer centric mindset into the organisation, reflecting on adopted Organisational Values.

Customer Service Charter

This Charter is a refresh of Council’s existing Charter, adopted in June 2016.

The Customer Service Charter sets out Council’s commitments to its customers, and how customers can assist us in meeting those commitments. The Customer Service Charter is provided for endorsement by Council in support of the Customer Services Policy.

 

Issues:

There are no issues associated with this report.

Options:

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

1.    Adopt the recommendation provided to Council.

2.    Amend the recommendation or policy provided to Council and then adopt, meeting any legislative requirements would need to be considered if Council chose this option.

3.    Reject the policy/policies provided to Council.

Sustainability Assessment:

•     Environment

There are no environmental issues associated with this report.

•     Social

Policies are an important communication tool used by Council for providing our community and general public detail on strategic aims, commitments and obligations.

•     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 Council’s MyCoffs Community Strategic Plan, D.1 Our leaders give us confidence in the future.

•     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 is no perceived risk in the adoption of the policies listed in this report.

Consultation:

Internal stakeholders were consulted with the drafting of these policies.

Related Policy, Precedents and / or Statutory Requirements:

Detailed within each policy as required.

Implementation Date / Priority:

Immediate.

Conclusion:

That council adopt the attached policies and charter.

 

 

 



 


 


 


 


 



 


 


 



GM18/10      City Centre Master Plan Committee

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              ATT1  GM18/10  Review of Consultation Submissions

ATT2  GM18/10  City Centre Master Plan Consultant's Report

ATT3  GM18/10  City Centre Master Plan Committee Terms of Reference

ATT4  GM18/10  NoM Proposed  

 

Executive Summary

At its meeting of 26 October 2017, Council resolved to defer consideration of this matter to enable city centre stakeholder consultation in February 2018.

 

This report provides feedback on the public consultation exercise together with seeking Council’s adoption of the revised City Centre Master Plan Committee Terms of Reference.  The report also calls for applications for membership of the City Centre Master Plan Committee.

 

 

Recommendation:

That Council:

1.   Note the consultation exercise that examined how we are progressing in achieving the objectives outlined within the City Centre Master Plan 2031 and whether these are still relevant five years since adoption (Attachment 1).

2.   Adopt the revised City Centre Master Plan Committee Terms of Reference (Attachment 3).

3.   Call for applications for membership of the City Centre Master Plan Committee consistent with both the current and revised Terms of Reference.

 

 

Report

Description of Item:

Background

This matter was last considered by Council at its meeting of 26 October 2017, where it was resolved:

 

1.   That Council defer consideration of the revised City Centre Master Plan Committee Terms of Reference.

2.   That business and property owners and potentially other stakeholders be consulted in February 2018.

3.   That Council encourage the current City Centre Master Plan Marketing Sub-Committee to undertake the marketing activation of the CBD.


 

In relation to the above, Cr Townley submitted a proposed Notice of Motion (NoM) (attachment 4) for the City Centre Masterplan Committee to call a meeting as soon as practical.  As this report was already included in the 26 April meeting Cr Townley was advised that the NoM as such would not be included in the Business Paper, however be attached to this report for information. 

 

 

City Centre Engagement

 

Accordingly, from 22 February 2018 to 22 March 2018 Council undertook stakeholder and community consultation on the City Centre Master Plan 2031 to assess how we are progressing in achieving the objectives outlined in the plan and whether these are still relevant five years since adoption.

 

Participants were asked to rate their satisfaction with the achievement of the 11 Masterplan objectives, the importance of these objectives and any ideas for marketing and activating the City Centre.

 

The campaign was run through Council’s online engagement platform, Engagement HQ, with additional promotional channels driving traffic to complete the online survey, including:

 

1.    Council’s Facebook Pages (including overall Council, Economic Development, Tourism and Growers Markets)

2.    Update on Council’s website landing page and Master Plan project page

3.    City Buzz newsletter

 

A link to the Engagement HQ “Have Your Say” page and online survey was sent via City Buzz newsletter to 301 CBD based businesses and landowners.

 

In response, Council received 63 submissions which are detailed in the Review of Consultation Submissions (Attachment 1).  The summary table contained within this attachment is shown below:

 

 

SUMMARY TABLE:

Masterplan Objective

Satisfaction rating

Importance

1.  Coffs Harbour’s CBD will be transformed and re-branded as Coffs Harbour City Centre

Average/Undecided (27%)

Good (25.4%)

Excellent (23.8%)

Very Poor (15.9%)

Poor (7.9%)

 

Important (22.2%)

Very Important (22.2%)

Unimportant (20.6%)

Critical (20.6%)

Somewhat important (14.3%)

2.  City Centre streetscapes will be enhanced as linear parks with trees, shrubs, street furniture and additional shade sails strategically located to identify the City Centre, welcome visitors and provide clear pedestrian links and weather protection along key connections.

 

Excellent (31.7%)

Poor (20.6%)

Good (19%)

Very good (19%)

Extremely poor (9.5%)

Very Important (33.3%)

Critical (25.4%)

Important (17.5%)

Somewhat important (15.9%)

Unimportant (7.9%)

3.  Through traffic will be directed around the City Centre by a series of clearly marked ring roads while movement within the area will be slowed, creating a safe, friendly zone for pedestrians, bikes, and mobility scooters.

 

Average/Undecided (25.4%)

Excellent (25.4%)

Poor (23.8%)

Good (17.5%)

Very poor (7.9%)

Very important (27%)

Critical (23.8%)

Unimportant (20.6%)

Important (17.5%)

Somewhat important (11.1%)

4.  The City Centre will be vibrant at night.

Very poor (27%)

Excellent (27%)

Good (25.4%)

Average/undecided (12.7%)

Poor (7.9%)

 

Very important (36.5%)

Critical (25.4%)

Unimportant (15.9%)

Somewhat important (12.7%)

Important (9.5%)

5.  The City Square will be the beating heart of the City Centre, with an outdoor performance space featuring social and cultural events and attractions intermixed with bustling night as well as day markets, full of fresh local produce and wares from local creative industries.

 

Excellent (30.2%)

Extremely poor (20.6%)

Good (19%)

Poor (17.5%)

Average/undecided (12.7%)

Very important (23.8%)

Critical (23.8%)

Important (22.2%)

Somewhat important (19%)

Unimportant (11.1%)

 

6.  The visual appeal and easy access will encourage walking and cycling, promoting a healthier lifestyle and less reliance on motor vehicles.

Excellent (25.4%)

Extremely poor (22.2%)

Good (20.6%)

Average/Undecided (15.9%)

Poor (15.9%)

 

Very important (36.5%)

Critical (20.6%)

Somewhat important (15.9%)

Unimportant (14.3%)

Important (12.7%)

7.  The establishment of Coffs Harbour as the regional capital and a world class tourism destination.

Excellent (36.5%)

Extremely poor (19%)

Good (19%)

Poor (15.9%)

Average/Undecided (9.5%)

 

Unimportant (28.6%)

Very important (25.4%)

Critical (23.8%)

Somewhat important (11.1%)

Important (11.1%)

8.  A collection of lifestyle assets including pools, gyms, parks, walkways, cycleways, playgrounds, library, art gallery and day spas will continue to be developed, enticing inner city residential living as well as increased daily visitation.

 

Excellent (30.2%)

Extremely poor (19%)

Good (19%)

Average/undecided (17.5%)

Poor (14.3%)

Very important (19%)

Critical (20.6%)

Somewhat important (19%)

Important (17.5%)

Unimportant (9.5%)

9.  The communal, social and cultural wealth of Coffs Harbour will be enhanced through realising the full potential of government assets including land, buildings and services.

 

Poor (23.8%)

Good (20.6%)

Extremely poor (19%)

Excellent (19%)

Average/Undecided (17.5%)

Very important (23.8%)

Important (20.6%)

Critical (19%)

Somewhat important (19%)

Unimportant (17.5%)

10.     To deliver a new cultural, entertainment and civic building as close as possible to the City Square

Poor (30.2%)

Excellent (28.6%)

Extremely poor (15.9%)

Average/Undecided (14.4%)

Good (11.1%)

 

Very important (34.9%)

Unimportant (25.4%)

Critical (19.0%)

Important (11.1%)

Somewhat important (9.5%)

11.     Greater utilisation of existing parking facilities will be achieved by the improvement of access and security and the relocation of long-term parking to the outer perimeter.

 

Extremely poor (28.6%)

Excellent (27%)

Good (17.5%)

Poor (14.3%)

Average/Undecided (12.7%)

Critical (34.9%)

Very important (28.6%)

Unimportant (15.9%)

Somewhat important (11.1%)

Important (9.5%)

 

In terms of the overall outcome of the engagement exercise, it is clear that there is no real trend apparent.  This is highlighted visually through the evenness of the pie charts contained within Attachment 1.

 

It should be noted that the City Centre Master Plan 2031 was itself downloaded a significant number of times.  This which would suggest a lack of awareness of the City Centre Master Plan 2031 and a key learning would be that the Master Plan itself needs to be more broadly championed through awareness raising with both businesses and broader stakeholders.  This is an issue the CCMPC could examine once reconvened.

 

Further, the responses relating to City Centre Marketing and Activation will be consolidated and referred to the reconvened CCMPC to incorporate into the proposed updated Marketing and Activation Plan 2018.

 

 

City Centre Master Plan Committee Review of Terms of Reference and Recruitment of Members

 

As Council will recall, in mid-2017 Council engaged an independent consultant to determine an appropriate framework for the CCMPC’s continuing operation and to recommend appropriate Terms of Reference.

 

As set out within both the current and recommended updated Terms of Reference, membership is for a two year term with 50% turnover to maintain a level of continuity.  The tenure of committee members David Doyle, Garth Grundy and Kim Towner has expired and there are also two current vacancies within the existing committee.

 

It is timely that recruitment commence for these five roles to ensure the ongoing effective operation of the committee.  It should be noted that outgoing members can reapply and that the final membership is a decision of Council.

 

 

Discussion Regarding the City Centre Master Plan Committee Terms of Reference

 

The CCMPC was established in June 2012 to assist in the development of Council’s City Centre Master Plan 2031.  The Master Plan was required as a condition of the Independent Pricing and Regulatory Tribunal’s (IPART) 2012 determination to allow the special variation (SV) for one year.  This SV enabled Council to charge a CBD Special Rate to fund a variety of city centre projects.  The City Centre Master Plan 2031 was adopted in February 2013 and Council subsequently applied to the IPART for a SV to its general rate.  In June 2013, IPART granted the ten-year SV requested by Council.

 

Council considered the CCMPC a success and determined to continue it after the SV was granted. In recent times, tensions within the Committee and between the Committee and Council led to an agreement to hold a facilitated workshop to identify how to lessen tensions and place the committee’s operations on a more even keel.  Accordingly, an independent consultant was engaged to determine an appropriate framework for the Committee’s continuing operation and to recommend an appropriate Terms of Reference.  The scope of this engagement included:

 

-     Review the Committee’s existing Terms of Reference

-     Understand the historical tensions

-     Understand the objectives of the City Centre Master Plan and SV

-     Facilitate a workshop involving Committee members, staff and Councillors

-     Confirm the best mechanism (e.g. s355) to achieve the City Centre Master Plan objectives

-     Document and recommend amendments to the Committee’s Terms of Reference/framework including membership, term etc.

-     Other, as requested by Council or the Committee

 

In particular, the key findings of the review were:

 

1.   The completed projects, irrespective of some perceived project management issues, are believed to have made a positive contribution to the City Centre.

2.   There were some differences of understanding about the role of the Committee among Committee members.

3.   There was a misunderstanding about the relationship between the Committee and Council, particularly regarding the ultimate responsibility for the expenditure of funds.

4.   The existing Terms of Reference are flawed, potentially add to the confusion, and hence ultimately the tension between the Committee and Council.

 

The consultant comprehensively outlined the engagement process that underpinned the review together with a range of recommendations.  The recommendations are provided as follows:

 

·    That the Terms of Reference be significantly modified to address the issues identified above

·    That Council review its CCMPC Project Control Procedure once it has finalised any variation to the Committee’s Terms of Reference

·    That the minutes of Committee meetings be formally presented to Council as part of Council’s meeting agenda.  Council can then note, or endorse, the actions of the Committee

·    That Council provide current future committee members with an appropriate induction program

·    That the Terms of Reference be modified to ensure committee members are aware of the legislative and other requirements around raising and expending funds, as included in Council’s Guidebook for S355 Committees

·    That the committee expands its consultation to include a broader range of groups than currently outlined in the Terms of Reference, including relevant council groups such as the Destination Coffs Coast Committee

 

The consultant’s discussion draft report was tabled at the CCMPC meeting of 17 August 2017 where it was minuted that:

 

Committee to suggest any changes to draft Terms of Reference by 31 August 2017.

 

At the CCMPC meeting of 21 September 2017, an updated report was presented which incorporated two submissions which were received from committee members with minor changes.  At this meeting, it was minuted that:

 

the Committee endorsed no change to the Terms of Reference on the basis that it was what was presented to the landowners and IPART and was approved

 

Even though the existing committee is not supportive of any updated or revised framework and/or Terms of Reference, the consultant recommended that the operation of the Committee needs to be revisited and a revised Terms of Reference implemented.

 

It should be noted that there have been no changes made to the revised Terms of Reference attached that were not presented and minuted at the CCMPC meeting of 21 September 2017.

 

Authority and Accountability for Expenditure

 

The consultant’s report (Attachment 2) identifies on page 7 “Causes for Tension”. A critical issue highlighted by the consultant is for Council to determine if the role of the committee is to “Oversee or Implement”. The consultant’s report states:

 

It is clear from the workshop discussion that members very much see themselves as having responsibility for implementation, including procurement and other matters. Council representatives, on the other hand, tended to see the Committee’s role as more as one of general oversight; assisting Council with the implementation of the Master Plan.

 

This latter view is consistent with Council having ultimate responsibility, and liability, for the project.

 

Due to Council having the ultimate responsibility and liability for the expenditure of ratepayers’ funds, no matter how and from where they are sourced, the Terms of Reference recommended for adoption includes under Delegations:

 

b)    To recommend to Council the expenditure of funds in accordance with the works and projects in the adopted Coffs Harbour City Centre Master Plan.

 

Council may choose to vary this to provide a delegation for expenditure on works direct to the committee; however, this needs to occur with the full understanding that Council remains accountable and liable for actions taken. Also, the committee would still need to comply with Council’s Procurement Policy and the procurement requirements of the Local Government Act 1993.

 

Delegation for minor expenditure related to activation and promotion has been provided in the Terms of Reference through the following clauses:

 

a)    To expend funds allocated to the City Centre Master Plan Committee by Council within the approved ‘activation’ budget for day to day expenses in accordance with Council’s adopted procurement policy.

 

e)    Subject to appropriate Council endorsement, to:

 

a.  raise funds other than rates and loans to fund the objectives of the Committee; and

b.  expend funds raised outside of Council as the Committee deems appropriate, e.g. promotions, entertainment etc.

 

This low level of expenditure delegation is controlled through the procurement policy or by Council endorsement and is considered low risk.  This is in contrast to the high levels of capital expenditure required for the infrastructure projects adopted in the Coffs Harbour City Centre Master Plan.

Options:

1.    Adopt the recommendation provided to Council.

2.    Amend the recommendation provided to Council by 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

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 consistent with the Council’s MyCoffs Community Strategic Plan:

-     A.1 A vibrant and inclusive place

-     B.2 A community achieving its potential.

Economic – Broader Economic Implications

The CCMPC’s primary objective is to assist Council achieve the vision of the City Centre Master Plan.  Accordingly, this in turn, aims to ensure the city centre fulfils its role as the core commercial centre within the local government area.

•     Economic - Delivery Program/Operational Plan Implications

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:

As set out in the attached consultant’s report, there has been a documented methodology on the process of the review and the CCMPC has been engaged through the entire process.

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:

The recommendations, if adopted, can be implemented immediately.  It is noted that the outcome of the recruitment for committee members will be the subject of a further report to Council.

Conclusion:

Council undertook stakeholder and community consultation on the City Centre Master Plan 2031 from 22 February 2018 to 22 March 2018.  This was to assess how we are progressing in achieving the objectives outlined in the plan and whether these are still relevant five years since adoption.  The overall outcome of the engagement exercise did not highlight any clear trend.

As set out, a facilitated workshop and engagement process was undertaken to address recent tensions within the Committee and between the Committee and Council. Accordingly, an independent consultant was engaged to determine an appropriate framework for the Committee’s continuing operation and to recommend an appropriate Terms of Reference.

Notwithstanding that the Committee is not supportive of any updated or revised framework and/or Terms of Reference, it is recommended that the operation of the Committee needs to be revisited and an updated Terms of Reference be implemented.

 

 

 


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BS18/19       Bank and Investment Balances for March 2018

Author:                        Section Leader Financial Planning

Authoriser:                  Director Business Services

MyCoffs:                      D.2 We have effective use of public resources.

Attachments:              ATT1  BS18/19   Monthly Investment Performance Report for the Month Ended 31 March 2018  

 

Executive Summary

Council’s Bank Balances and Investments as at 31 March 2018 totalled $202,505,204.69.  Council receives independent advice and invests surplus funds in accordance with Council’s Investment Policy to maximise investment income and preserve capital to assist with funding requirements for projects listed under the My Coffs Community Strategic Plan.

 

Also included in the monthly report is a summary of Council’s Socially Responsible Investment Performance (refer attachment).

 

 

Recommendation:

That Council note the bank balances and investments totalling $202,505,204.69 (including from loans, Developer Contributions and other avenues that form the restricted accounts and are committed for future works) as at 31 March 2018.

 

 

Report

Description of Item:

A copy of the state of Bank Balances and Investments as at 31 March 2018 is attached.  Also included is a summary of Council’s Socially Responsible Investment Performance.

 

It should be noted that Council is required to account for investments in accordance with the Australian International Financial Reporting Standards.  Term deposits are shown at face value and all other investment balances at the end of each month reflect market value movements which would be inclusive of accrued interest.

 

Interest when paid, say quarterly, would result in reductions in the market value of the investments.  The Investment Report reflects the above requirements and reflects the interest earned (or accrued) on each investment, based on the acquisition price.

 

Reports written by Laminar Group Pty Ltd (Council’s investment portfolio advisors), which examine economic and financial markets data for March 2018 are available in the Councillors’ Resource Centre.

Issues:

There are no issues associated with the report.

Options:

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

Sustainability Assessment:

•     Environment

There are no perceived current or future environmental impacts from the information contained in this report.

•     Social

There are no perceived current or future social impacts from the information contained in this report.

•     Civic Leadership

Council invests surplus funds to maximise investment income and preserve capital to assist with funding requirements for projects listed under the My Coffs Community Strategic Plan.

•     Economic – Broader Economic Implications

Council’s investments are held according to the requirements stated within Council’s Investment Policy and the returns are acceptable in relation thereto.  In the long term, earnings from investments can vary due to economic conditions and financial markets.  Council constructs its investment portfolio with consideration of current conditions and to comply with the Office of Local Government investment policy guidelines.

•     Economic - Delivery Program/Operational Plan Implications

As at 31 March 2018 it is noted that the total bank and investment balance was $202,505,204.69 comprising restricted and unrestricted General, Trust, Water and Sewerage Fund cash and investments.

Risk Analysis:

The likelihood of risks associated with New South Wales Local Government’s investing funds is now remote due to the conservative nature of investments permitted under statutory requirements.  The risk of capital not being returned in relation to each individual investment Council owns is indicated in the attachment.

 

The main risks for Council’s investment portfolio are liquidity and credit risk, both of which are being managed under the advice of Laminar Group Pty Ltd.  Liquidity risk is the risk that the Council is unable to redeem the investment at a fair price within a timely period and thereby incurs additional costs (or in the worst case is unable to execute its spending plans).  Credit risk is the risk of loss of principal stemming from a financial institutions failure to repay that principal when that principal is due.  Council is compensated for assuming credit risk by way of interest payments from the financial institutions issuing the investment security.

 

Credit risk is rated by various rating agencies.  Investment securities in Council’s current portfolio are rated by either Standard and Poors or Fitch, with the majority of the portfolio rated by Standard and Poors.  Standard and Poors credit ratings and an explanation of their ratings are as follows:

 


 

 

Rating

Ratings Explanation

AAA

Extremely strong capacity to meet financial commitments.  Highest Rating.

AA

Very strong capacity to meet financial commitments.

A

Strong capacity to meet financial commitments, but somewhat susceptible to adverse economic conditions and changes in circumstances.

BBB

Adequate capacity to meet financial commitments, but more subject to adverse economic conditions.

BBB-

Considered lowest investment grade by market participants.

BB+

Considered highest speculative grade by market participants.

BB

Less vulnerable in the near term but faces major ongoing uncertainties to adverse business, financial and economic conditions.

B

More vulnerable to adverse business, financial and economic conditions but currently has the capacity to meet financial commitments.

CCC

Currently vulnerable and dependent on favourable business, financial and economic conditions to meet financial commitments.

CC

Currently highly vulnerable.

C

Currently highly vulnerable obligations and other defined circumstances.

D

Payment default on financial commitments.

 

Ratings from ‘AA’ to ‘CCC’ may be modified by the addition of a plus (+) or minus (-) sign to show relative standing within the major rating categories.

 

Types of investment securities by credit risk ranking from highest to lowest are as follows:

 

·    Deposits/Covered Bonds – these share first ranking

·    Senior debt – Floating Rate Notes/Fixed Coupon Bonds.

·    Subordinated debt

·    Hybrids

·    Preference shares

·    Equity shares (common shares).

 

Subordinated debt, hybrids, preference and equity shares are not a permitted investment under the current Ministerial Order.  Term deposits of $250,000 or less per financial institution are covered under the Commonwealth Government Deposit Guarantee Scheme and therefore by default have the same credit rating as the Commonwealth Government, ie AAA.

 

All credit unions, building societies and mutual banks are Authorised Deposit-taking Institutions (ADIs) and are regulated in the same way as all other Australian banks.  ADIs are regulated by the Australian Securities and Investment Commission under the Corporations Act 2001, and by the Australian Prudential Regulatory Authority under the Banking Act 1959.

Consultation:

Council’s investment advisors, Laminar Group Pty Ltd have been consulted in the preparation of this report.

Related Policy, Precedents and / or Statutory Requirements:

Council funds have been invested in accordance with Council’s Investment Policy (POL‑049), which was adopted on 24 August 2017.

Local Government Act 1993 – Section 625

Local Government Act 1993 – Investment Order (dated 12 January 2011)

Local Government General Regulation 2005

The Trustee Amendment (Discretionary Investments) Act 1997 – Sections 14A(2), 14C(1) and 14C(2)

Implementation Date / Priority:

Nil.

Conclusion:

Council should consider the information provided in the report and the Councillors’ Resource Centre and the recommendation provided.

 

 

 


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BS18/20       Classification of Land as Operational - Lot 98 DP 1165173, Solitary Islands Way, Sandy Beach

Author:                        Property Development & Administration Officer

Authoriser:                  Director Business Services

MyCoffs:                      D.2 We have effective use of public resources.

Attachments:              ATT1  BS18/20   Location of Land to be Classified - Lot 98 DP 1165173 Solitary Islands Way, Sandy Beach  

 

Executive Summary

Lot 98 DP 1165173 Solitary Islands Way, Sandy Beach was recently transferred to Council ownership.  The land which contains a sewer pumping station was transferred to Council in accordance with a development consent condition.  The purpose of this report is to classify the land as operational land to reflect the operational nature of the land and its improvements.

 

 

Recommendation:

That Council, in accordance with Section 31 of the Local Government Act 1993, classify Lot 98 DP 1165173 Solitary Islands Way, Sandy Beach as operational land.

 

Report

Description of Item:

Lot 98 DP 1165173 comprises a lot upon which has been constructed a Sewer Pump Station to service the surrounding residential development land.

 

The lot was required to be dedicated to Council in accordance with condition 26 of the consent to Development Application No. 1349/07.  Unfortunately the dedication and transfer of this land did not occur at the time of linen plan release and subsequent registration of the plan.

 

The land was recently transferred to Council at no cost and Attachment 1 to this report shows the location of the land.  The land is zoned R2 Low Density Residential under the provisions of Local Environmental Plan 2013 and has an area of 1020 square metres.  Council is now in receipt of the Certificate of Title for Lot 98 DP 1165173 which was issued on 23 February 2018 confirming Council’s ownership.

 

Prior to resolving to classify the land, Council is required to publish a notice of its intention to classify the land.  This notice was published in the Coffs Coast Advocate on Wednesday 14 March 2018 and no submissions were received.

Issues:

There are no issues in relation to this matter.

Options:

The land can be classified as either community or operational land.  Given the nature and use of the land it is most appropriate that the land be classified as operational land in this instance and therefore this is recommended.

Sustainability Assessment:

•     Environment

All environmental issues have been identified and addressed via the consent to Development Application No. 1349/07.

•     Social

There are no adverse social issues in relation to this matter.

•     Civic Leadership

Council will show leadership in regard to the completion of this administrative matter in line with standard procedures.

•     Economic – Broader Economic Implications

There are no economic implications as the land was dedicated to Council at no cost.

•     Economic - Delivery Program/Operational Plan Implications

There are no costs incurred with the classification of this land.

Risk Analysis:

There are no risks associated with this matter.

Consultation:

Internal consultation has been undertaken with relevant staff.

Related Policy, Precedents and / or Statutory Requirements:

Section 31 of the Local Government Act, 1993 requires Council to classify all public land held by it.

Implementation Date / Priority:

The classification of the land will occur upon Council’s resolution.

Conclusion:

It is recommended that Council resolve to classify Lot 98 DP 1165173 as operational land.

 

 

 


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BS18/21       Release of restriction on the use of land at 1144 East Bank Road, Nana Glen

Author:                        Team Leader Property Development

Authoriser:                  Director Business Services

MyCoffs:                      B.2 A community achieving its potential

Attachments:              ATT1  BS18/21   Plan - Current and Proposed Building Envelopes  

 

Executive Summary

Council has been requested by the legal representative acting for the land owner of 1144 East Bank Road, Nana Glen to remove a restriction on the use of land.  The restriction relates to a building envelope that encumbers the property.  Council recently granted consent to Development Application No. 0460/17 that affects the property, which approved a relocated building envelope as part of a two lot subdivision.  This report is required to satisfy Council’s legal responsibilities in regard to execution of the required document to effect the changed location of the building envelope.

 

 

Recommendation:

That Council:

1.    Approve the release of the Restriction on the Use of Land benefiting Coffs Harbour City Council, noted as item 1 in the 88B instrument registered as DP 1104252.

2.    Note that all costs in relation to this matter are the responsibility of the proponent.

 

Report

Description of Item:

Council has been requested to release a Restriction on the Use of Land that relates to a building envelope location as it affects a property at 1144 East Bank Road, Nana Glen.  The property has recently gained development consent for a two lot rural subdivision via Development Application No. 460/17.  The approved plan required relocation of the existing building envelope to a slightly altered position that will accommodate the construction of a future dwelling.  The legal process to achieve this requires the release of the existing restriction in the first instance followed by the registration of a plan of subdivision creating two new building envelopes to which Council will be the benefiting authority in the new 88B instrument.

 

The location of the current building envelope is shown in pink and the proposed building envelopes are shown in yellow on Attachment 1 to this report.

Issues:

There are no issues associated with the release of the Restriction on the Use of Land.  The existing building envelope will simply be relocated from its current location to a more appropriate location in line with approved Development Application No. 0460/17.

Options:

The following options are available to Council:

1.    Agree to release of the restriction as recommended.

2.    Not agree to the release as recommended; however, this will be contrary to the consent approved for Development Application No. 0460/17 for the subdivision of the property.

Sustainability Assessment:

•     Environment

There are no impacts as all matters have been previously been dealt with through the development application and approval process.

•     Social

There are no impacts as all matters have been previously been dealt with through the development application and approval process.

•     Civic Leadership

The processing of the matter will facilitate the proposed subdivision in line with current approvals and will ensure practical and efficient use of the land.

•     Economic – Broader Economic Implications

There are no broader economic implications.

•     Economic - Delivery Program/Operational Plan Implications

All costs associated with this matter are to be the responsibility of the proponent.

Risk Analysis:

There is considered no risk in processing this matter which has been approved via a development consent.

Consultation:

Consultation on this matter has occurred with relevant internal staff.

Related Policy, Precedents and / or Statutory Requirements:

The release of the restriction requires a resolution of Council as a result of Section 377(1) (H) of the Local Government Act 1993.

Implementation Date / Priority:

The matter will be actioned immediately upon Council’s resolution.

Conclusion:

The proposed location of the building envelopes on the property has been approved as part of a recent Council development consent.  The land owner wishes to complete the subdivision of the land in compliance with this consent.  The existing building envelope requires relocation via a legal process of release, and then registration of a plan which will create two new building envelopes in appropriate locations.  There is no reason why Council should not consent to the release to allow the matter to be processed.


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BS18/22       Recoupment of Prior Expenditure from the Woolgoolga Town Centre Car Parking Developer Contributions Plan

Author:                        Group Leader Financial Services and Logistics

Authoriser:                  Director Business Services

MyCoffs:                      D.2 We have effective use of public resources.

Attachments:              ATT1  BS18/22   Woolgoolga Beach Reserve Improvement Project  

 

Executive Summary

The Woolgoolga Town Centre Car Parking Developer Contributions Plan has been in existence for a number of years and the works outlined within the contributions plan have now been undertaken.  That plan identified sites in Market Street, Woolgoolga for acquisition for future car parks and these acquisitions were undertaken by Council in 1997 and 1999 with completion of the physical works in 2009/10.

 

Council forward funded the acquisition of the properties identified in the plan and is able to recoup the funding utilised to achieve the objectives of the contributions plan totalling $538,967.  The allocation of the funds to be recouped from the Woolgoolga Town Centre Car Parking Developer Contributions Plan to partially fund the Woolgoolga Beach Reserve Improvement Project will allow the Council to commence realising the vision detailed within the Plan of Management for the Woolgoolga Beach Reserve (southern section).

 

Also, if sufficient funds are realised from all sources (recoupment, grants and Trust funds), it may also be possible to allocate some funding to commence implementation of the broader Woolgoolga Town Centre Masterplan.

 

 

Recommendation:

That Council recoup $538,967 from the Woolgoolga Town Centre Car Parking Developer Contributions Plan and allocate those funds through the next Quarterly Budget Review in the following priority order:

1.   Woolgoolga Beach Reserve Improvement Project (Attachment 1); and

2.   Woolgoolga Town Centre Masterplan implementation.

 

 

Report

Description of Item:

In 1993 the Council adopted a developer contributions plan for car parking in the Woolgoolga Town Centre. That plan identified sites in Market Street, Woolgoolga for acquisition for future car parks, being 12 and 14 Market Street Woolgoolga.  12 Market Street Woolgoolga was purchased by Council in April 1997 for $145,031.  14 Market Street Woolgoolga was purchased by Council in November 1999 for $180,097.

 

Both land parcels were purchased with funding sources other than developer contributions as the Woolgoolga Town Centre Car Parking Developer Contributions Plan, at the time of purchasing the properties, did not contain enough funds to complete the purchase.  The funding was provided by the General Fund and were not funds that were specifically raised from within the Woolgoolga community.  Part 7, Division 7.1, Subdivision 3, Section 7.11 (3) of the Environmental Planning and Assessment Act 1979 (previously Section 94) provides that:

 

“If: (a) a consent authority has, at any time, whether before or after the date of commencement of this Part, provided public amenities or public services within the area in preparation for or to facilitate the carrying out of development in the area, and

 

(b) development for which development consent is sought will, if carried out, benefit from the provision of those public amenities or public services,

 

the consent authority may grant the development consent subject to a condition requiring the payment of a monetary contribution towards recoupment of the cost of providing the public amenities or public services (being the cost as indexed in accordance with the regulations).”

 

The above section allows the Council to recoup the expenditure made, including indexation for inflation, to be returned to the General Fund and expended as the Council may decide.

 

Subsequent to the purchases of the properties at 12 and 14 Market Street Woolgoolga, Council undertook the construction of the car parks in a staged project.

 

Expenditure from the Woolgoolga Town Centre Car Parking Developer Contributions Plan for the construction of the car parks was as follows:

 

Year

$

1999/2000

22,821

2006/07

28,719

2007/08

116,962

2009/10

3,076

Total Expenditure from the contributions plan

171,578

 

 

The Woolgoolga Town Centre Car Parking Developer Contributions Plan current financial status is as follows:

 

 

$

Total cash received

633,057

Interest earned

120,967

Expenditure & Admin fee *

176,388

Net cash held

577,636

          * this includes administration fee recovered of $4,810 as well as actual expenditure for car parking of $171,578.

 

The current contributions plan includes the construction of the car parking as above; that is, 40 spaces on each lot providing a total of 80 spaces.  All works are complete and no more contributions are being levied under the Woolgoolga Town Centre Car Parking Developer Contributions Plan as the total contributions provided under the contributions plan have now been collected.

 

The cost of the land has never been recouped from the contributions made by developers under the developer contributions plan by the Council as allowed in the Environmental Planning and Assessment Act 1979.  The legislation provides that recoupment amounts can be CPI adjusted to take into account inflation and therefore the amount that would be applicable for recoupment as at 10 April 2018 is $538,967.

 

The Woolgoolga Town Centre Masterplan as adopted by the Council in February 2018 indicates no immediate future need for additional car parking within the Woolgoolga Town Centre.

 

It is considered that an appropriate utilisation for the funds recouped from the Woolgoolga Town Centre Car Parking Developer Contributions Plan would be for the Woolgoolga Beach Reserve Improvement Project, which Council, as corporate manager of the Coffs Coast State Park Trust, has developed through the Plan of Management for the Woolgoolga Beach reserve (southern section).

 

The project will develop the community infrastructure in the Woolgoolga Beach Reserve parklands and adjacent to the Woolgoolga Town Centre, further reinforcing and enhancing the iconic and unique coastal setting.  The project aims to activate and utilise this key space and help to transform the image of the reserve and town centre.  The works will also provide linkages to the Solitary Islands Coastal Walk which passes through the site.  The project has previously been submitted for grant funding under the Building Better Regions Fund and the Stronger Country Communities Fund (Round 1), and has been put forward for Council consideration for Round 2 of this fund.  The estimated total cost for Stage 1 of the concept is approximately $994,000 and the allocation of $538,967 from the recoupment of funds from the Woolgoolga Town Centre Car Parking Developer Contributions Plan provides a level of funding certainty for the project.

 

Attached to the report are the concept plans which are to be submitted as part of the Stronger Country Communities Fund (Round 2) grant application should it be approved by the Council.

Issues:

The Environmental Planning and Assessment Act 1979 allows for the recoupment of expenditure made, including indexation for inflation for the purchase of the two properties in Market Street Woolgoolga.  The funds utilised for the purchase of the properties were not specifically generated from the Woolgoolga community and the reallocation of the recoupment funds into the Woolgoolga community could be seen to set a precedent for the allocation of recoupment funds into the future. 

 

However, Council has prioritised the Woolgoolga Beach Reserve Improvement Project through the preparation and adoption of the Plan of Management for Woolgoolga Beach Reserve (southern section) and therefore the allocation is consistent with Council’s established priorities. The Plan of Management was also prepared with strong alignment to the Woolgoolga Town Centre Masterplan, for which funding is yet to be allocated.

Options:

The Council has three options available.

 

1.    Adopt the recommendation in this report.

2.    Amend the recommendation in this report by recouping $538,967 from the Woolgoolga Town Centre Car Parking Developer Contributions Plan and allocating it to another project or placing it in a reserve for other purposes.

3.    Reject the recommendation in this report and leave the funding in the Woolgoolga Town Centre Car Parking Developer Contributions Plan for future car parking provision in Woolgoolga.

Sustainability Assessment:

•     Environment

There are no perceived current or future environmental impacts from the information contained in this report.

•     Social

The allocation of recoupment funds from the Woolgoolga Town Centre Car Parking Developer Contributions Plan to the Woolgoolga Beach Reserve Improvement Project will allow social objectives which have been identified in the Plan of Management for Woolgoolga Beach Reserve (southern section) to be actioned.

•     Civic Leadership

The allocation of funding to the Woolgoolga Beach Reserve Improvement Project will work towards outcomes outlined in the following strategy of the Community Strategic Plan:

 

We effectively manage the planning and provision of regional public services and infrastructure - (D2.1).

•     Economic – Broader Economic Implications

Woolgoolga is uniquely placed to take advantage of its regional location, natural assets and township character to build a prosperous future balanced against lifestyle expectations.  The funding of items listed within the Plan of Management for the Woolgoolga Beach Reserve (southern section) will assist in improving the reserve for the community and promoting tourism in the town.

•     Economic - Delivery Program/Operational Plan Implications

The Woolgoolga Beach Reserve Improvement Project has an estimated cost to complete of $994,355.  Should Council resolve to allocate the recouped funds to this project, an additional $455,388 will need to be sourced to complete the project.  It is possible that these funds could be sourced by way of grant funding, such as the Stronger Country Communities Fund, and/or through an allocation of funds from the Coffs Coast State Park Trust. If more funds are realised from all funding sources, it may also be possible to allocate some funding to commence implementation of the broader Woolgoolga Town Centre Masterplan.

Risk Analysis:

There is a risk that the Woolgoolga community may consider that the funds from the Woolgoolga Town Centre Car Parking Developer Contributions Plan that are available to Council for the recoupment of works previously undertaken should be expended on the provision of parking within the town centre.  The Woolgoolga Town Centre Masterplan has indicated that further car parking and traffic studies should be undertaken to ensure that the current supply of car parking is sufficient for future requirements.

Consultation:

Consultation for this report has been undertaken with relevant Council staff.

Related Policy, Precedents and / or Statutory Requirements:

·     Woolgoolga Town Centre Car Parking Developer Contributions Plan

·     Environmental Planning and Assessment Act 1979

·     Plan of Management for Woolgoolga Beach Reserve (southern section)

Implementation Date / Priority:

Implementation will occur following Council decision on the matter.

Conclusion:

The Woolgoolga Town Centre Car Parking Developer Contributions Plan has collected funds for a number of years.  The works that were identified within the plan have been undertaken by the Council and the Council is able to recoup the funds previously spent on the land purchases under the Environmental Planning and Assessment Act 1979.

 

The allocation of the funds to be recouped from the Woolgoolga Town Centre Car Parking Developer Contributions Plan to partially fund the Woolgoolga Beach Reserve Improvement Project will allow the Council to commence realising the vision detailed within the Plan of Management for the Woolgoolga Beach Reserve (southern section). If sufficient funds are realised from all sources (recoupment, grants and Trust funds), it may also be possible to allocate some funding to commence implementation of the broader Woolgoolga Town Centre Masterplan.

 

 


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BS18/23       Workforce Management Plan 2017-2021 - Gender Equality Strategies and Action Plan

Author:                        Group Leader Organisational Development

Authoriser:                  Director Business Services

MyCoffs:                      D.1 Our leaders give us confidence in the future

Attachments:              ATT1  BS18/23   Gender Equality Strategies and Action Plan  

 

Executive Summary

The Workforce Management Plan 2017-2021 identifies that workforce diversity will become an increasing focus for Council over the four years of the plan. Council will be reviewing its Equal Opportunity Management Plan to ensure that workforce diversity is incorporated as a part of everyday Council business, and to ensure that every employee and people leader understand their responsibilities for providing a work environment that accepts the principles of equal employment opportunity and avoids discrimination.

 

Diversity in the workforce means having employees from a wide range of backgrounds. This can include having employees of different ages, gender, ethnicity, physical ability, sexual orientation, religious belief, work experience, educational background, and so on.

 

This report specifically focusses on gender equality following a comprehensive review of Council’s performance.  Whilst in many aspects Council is performing ahead of many of its peers in Local Government, a wider comparison has identified opportunities for improvement, specifically in:

 

·    Employment in positions traditionally occupied by males;

·    Addressing pay equity; and

·    Increasing female leadership representation.

 

Council’s actions to address the issues identified are provided in the attached Gender Equality Strategies and Action Plan. The strategies in this Action Plan align with the broader strategies, in the Equal Opportunity Management Plan, which is currently under review. The implementation of actions will be undertaken during the remaining period of the Workforce Management Plan 2017-2021.

 

Implementing the recommended actions will ensure Council continues driving best practice diversity and inclusion over the next three years. Council will focus on creating an inclusive environment that accepts each individual’s differences, embracing their strengths and providing opportunities for all staff to achieve their full potential with the ultimate goal of organisational sustainability.

 

 

Recommendation:

That Council note the report.

 

Report

Description of Item:

The Workforce Management Plan 2017-2021 identifies that workforce diversity will become an increasing focus for Council over the four years of the plan. Council will be reviewing its Equal Opportunity Management Plan to ensure that workforce diversity is incorporated as a part of everyday Council business, and to ensure that every employee and people leader understand their responsibilities for providing a work environment that accepts the principles of equal employment opportunity and avoids discrimination.

 

Diversity in the workforce means having employees from a wide range of backgrounds. This can include having employees of different ages, gender, ethnicity, physical ability, sexual orientation, religious belief, work experience, educational background, and so on.

 

The purpose of this report is to discuss Council’s workforce profile from a gender balance perspective and highlight best practice.  However, it should be noted that the actions recommended in this report (refer Gender Equality Strategies and Action Plan attached) apply similarly to all aspects of workplace diversity, with gender equality being just one element of diversity.

 

Council staff have undertaken a comprehensive review of Council’s performance in achieving gender equality.  Whilst in many aspects Council is performing ahead of many of its peers in Local Government, a wider comparison has identified opportunities for improvement, specifically in:

 

·    Employment in positons traditionally occupied by males;

·    Addressing pay equity; and

·    Increasing female leadership representation.

Issues:

Women make up 51.6% of the Coffs Harbour Local Government Area (LGA) and 49.4% of the total labour force (people aged over 15 years, employed or looking for work).  Of the 15,794 women in the labour force of women, 39.2% are employed full-time, 48.9% part-time, 5.4% are employed in another capacity and 6.6% are looking for work.  Women aged 45-54 years make up the largest age demographic of the female labour force at 24.4% (Source: ABS 2016 Census of Population and Housing).

 

 

Local Government Area

Coffs Harbour City Council

Women - Labour force

51.6% (49.4%)

35.6%

Employed Full-Time

39.2%

66.5%

Employed Part-Time

48.9%

27.7%

Employed Other

5.4%

5.8%

Labour Force – Largest age demographic

45-54

45-54

 

By comparison, women make up 35.6% of Council’s workforce with 66.5% of the female workforce working full-time, 27.7% working part-time and 5.8% casually. Council’s largest proportion of working women also falls within the 45-54 years age bracket.

 

Council’s gender scorecard reflects what is seen at a national level particularly in terms of the workforce being highly gender segregated (male dominance in outdoor roles, female dominance in indoor roles), gender pay gaps with men on average out-earning women, and an under-representation of women in leadership roles.

 

 

Gender by Indoor and Outdoor Staff                          Gender by Directorate

 

 

There is a gender pay gap at Council with on average men earning $55,500 in 2017 compared to women at $48,500.  (Note: average earnings include normal pay, overtime and allowances – overtime and allowances are more prevalent in Council’s outdoor workforce which is heavily male dominant).  Even if we acknowledge that there is clearly a gender gap within the Sustainable Infrastructure Directorate and exclude this Directorate from gender pay analysis, the results still show men earning approximately $7,000 more per annum than women ($54,500 men to $46,700 women).

 

Council’s performance in the field of apprenticeships and traineeships does not compare well with current industry trends in this field as outlined in NSW Government’s “Where are We Now” report, which shows an increase in female trainees and apprenticeships.  Of Council’s 8 trainees and apprentices, only 1 is female and working in an “indoor” traineeship position.

 

The Local Government benchmark representation of women in the entry level position is 50% (yet for Council this is 37%), the female representation steadily declines the more senior the staff level.  Council follows a similar pattern to the benchmark.  The survey observed that 35% of managers (equivalent to Group Leaders) are represented by women (on par with Council at 36%).  However, Council currently has no representation of women at the Executive level against a local Government benchmark of 20% and lower representation of women in Section Leader and Frontline Leader roles than other Councils.

 

 

In the next 10 years, it is likely that the public sector will have an older workforce than the broader labour market.  Council’s age profile shows that 43% of staff are aged 51 and over (baby boomers).  This aged workforce could lead to many vacant senior positions so it is important that Council take a proactive approach now to recognise the pool of talent in the existing group of employees and develop strategies to support women applying for these future leadership roles (for example training, mentoring and shadowing programmes, flexible working arrangements and developing skills in the areas of finance, governance and business – required in senior leadership roles).

 

Council’s actions to address these issues are provided in the attached Gender Equality Strategies and Action Plan.  The strategies in this Action Plan align with the broader strategies, in the Equal Opportunity Management Plan, which is currently under review.

 

 

Options:

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

Sustainability Assessment:

•     Environment

There are no perceived current or future environmental impacts from the information contained in this report.

•     Social

Taking positive action in relation to gender equality assists in advancing broader societal progress on this matter and provides increased opportunities for female participation in Council’s workforce.

•     Civic Leadership

Taking positive action in relation to gender equality demonstrates leadership to the Coffs Harbour community on this matter.

•     Economic – Broader Economic Implications

Increasing workforce participation provides direct economic benefits in terms of skills available, productivity improvement and economic growth.

•     Economic - Delivery Program/Operational Plan Implications

There are no direct impacts on Council’s Delivery Program/Operational Plan as the proposed actions will be implemented using existing resources in accordance with Council’s broader Workforce Plan.

Risk Analysis:

As identified above, with a changing and ageing workforce it is important for Council to maximise the ability for all employees to make the best use of their skills, reach their potential and contribute to Council.  Increasing the talent available through recruitment and developing the talent pipeline for all, in an inclusive organisation, will strongly assist in ensuring Council develops a workforce for its future needs.

Consultation:

Consultation has occurred with Council’s leadership.  Consultation will be undertaken with the broader workforce as part of implementing the actions in the Gender Equality Strategies and Action Plan.

Related Policy, Precedents and / or Statutory Requirements:

·     Workforce Management Plan 2017-2021

·     NSW Anti-Discrimination Act 1977

·     Commonwealth Sex Discrimination Act 1984

·     NSW Industrial Relations Act 1996

·     Commonwealth Fairwork Act 2009

Implementation Date / Priority:

The implementation of actions identified in the Gender Equality Strategies and Action Plan will be undertaken during the remaining period of the Workforce Management Plan 2017-2021.

Conclusion:

Some real opportunities exist for both Council and the community to drive a positive cultural change to improve the diversity landscape for future generations.

 

Implementing the recommended actions will ensure Council continues driving best practice diversity and inclusion over the next three years. Council will focus on creating an inclusive environment that accepts each individual’s differences, embracing their strengths and providing opportunities for all staff to achieve their full potential with the ultimate goal of organisational sustainability.

 

 



 


 

 


SC18/16       Draft 2017-2021 Delivery Program (Year 2), Draft 2018/19 Operational Plan, Draft 2018-2021 Delivery Program Budgets and Draft 2018/19 Fees and Charges

Author:                        Senior Corporate Planner

Authoriser:                  Director Sustainable Communities

MyCoffs:                      D.2 We have effective use of public resources.

Attachments:              ATT1  SC18/16   Draft 2017-2021 Delivery Program (Year 2)

ATT2  SC18/16   Draft 2018/19 Operational Plan

ATT3  SC18/16   Draft 2018-2021 Delivery Program Budgets

ATT4  SC18/16   Draft 2018-19 Fees and Charges  

 

Executive Summary

A council must prepare a Delivery Program after each ordinary election of councillors to cover the principal activities of the council for the 4 year period commencing on 1 July following the election. The council must review its Delivery Program each year when preparing an annual Operational Plan. The Operational Plan must be adopted before the beginning of each financial year, outlining the activities to be undertaken that year, as part of the Delivery Program.

These documents detail the principal activities and budgets that Council proposes to pursue to help implement the strategies and achieve the objectives set out in the MyCoffs Community Strategic Plan for the Coffs Harbour Local Government Area (LGA).

The draft Operational Plan must be publicly exhibited for at least 28 days and public submissions can be made to the council during the period.

The Draft 2017-2021 Delivery Program (Year 2) and Draft 2018/19 Operational Plan are presented at this time for consideration. The documents incorporate Council’s Draft Delivery Program Budgets 2018-2021 (for the final three years of this Delivery Program period); and Draft 2018/19 Fees and Charges and have been significantly informed by the Resourcing Strategy that addresses long-term financial, asset and workforce management.

The draft budget incorporates the ‘rate-pegging’ allowance of 2.3% approved for 2018/19. The 2018/19 budget result forecasts an estimated underlying deficit, that is; before capital revenue, of $64,000. This is comprised of estimated results of $3.86 million surplus for the General Fund, $261,000 surplus for the Water Fund and $4.185 million deficit for the Sewer Fund.

This report recommends that the draft documents be placed on public exhibition for community feedback.

 

Recommendation:

That Council:

1.   Resolve to place the following documents on public exhibition:

1.1.    Draft 2017-2021 Delivery Program (Year 2);

1.2.    Draft 2018/19 Operational Plan;

1.3.    Draft 2018-2021 Delivery Program Budgets; and

1.4.    Draft 2018/19 Fees and Charges.

2.       Note that the draft documents will be placed on public exhibition for a 28-day period from Monday, 30 April until close of business on Monday, 28 May 2018, and that the community will be encouraged to provide feedback on the documents during that time.

3.       Consider community submissions prior to adopting the final Delivery Program, Operational Plan, Delivery Program Budgets and Fees and Charges documents by 30 June 2018.

 

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 MyCoffs Community Strategic Plan. 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. The IPR documents are informed by Council’s long-term Resourcing Strategy.

Council is required to seek community feedback on its 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:

·     Draft Delivery Program (Year 2) and Draft 2018/19 Operational Plan

Each year, Council reviews its operations to ensure the organisation remains positioned to help implement Coffs Harbour’s Community Strategic Plan. The activities that Council has nominated to undertake in its draft 2017-2021 Delivery Program (Year 2) and 2018/19 Operational Plan are intended to help fulfil the objectives of the MyCoffs Plan. Over time it will take many agencies and stakeholders (including the community itself) to turn the Community Strategic Plan into reality. Council is committed to making a substantial contribution to that process.

The Delivery Program is a 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 2018/19 financial year.

The draft 2017-2021 Delivery Program (Year 2) and draft 2018/19 Operational Plan have been informed by the second-year projections incorporated in the original 2017-2021 Delivery Program adopted by Council in June 2017.

The Delivery Program and Operational Plan are set out according to Council’s organisational structure. Each activity undertaken by Council is aligned with at least one of the objectives of the MyCoffs Plan. Updates on the projects, ongoing activities and metrics provide the foundation for Council’s operational, six-monthly and annual reporting framework.

·     Significant Expenditure 2018/19

Council’s improved financial position facilitates a continued focus on asset renewal. In 2018/19, significant funding allocations are proposed for works across a range of asset categories. These include:

-        Community facility upgrades (McLean Street clubrooms, Toormina Community Centre, Sawtell Meals On Wheels, and Pony Club and Tennis Club improvements at Nana Glen);

-        Major roadworks including Waterloo and Wharf Streets, Woolgoolga; Lyons Road, Sawtell; and Diamond Head Drive, Sandy Beach;

-        Bridgeworks including Melaleuca Foot Bridge, Woolgoolga; and Morrows Bridge at Nana Glen;

-        Canoe launching facility at Saltwater Park, Coffs Harbour;

-        Jetty structure renewal works; and

-        Extensive Water and Sewer mains upgrades.

Year two of the Delivery Program will also see the continuation of a number of major projects including the EPIC Stadium for the Future works, advancing the Cultural and Civic Space development initiative in the Coffs Harbour City Centre, further city centre revitalisation works under the City Centre Masterplan, the implementation of the “Woolgoolga WOW” town centre Masterplan, the Airport Enterprise Park Development, and the extension of the Public Amenities program.

·     Budget Impact on Ratepayers

­    Impact on Residential Ratepayers

In November 2017, IPART set a 2.3% rate peg increase in ‘General Income’ for 2018/19. Accordingly, the ‘average’ residential property can expect a total rates and charges increase (including annual and usage charges) of approximately $106.15 per annum (or $2.04 per week) which is a 3.0% increase from 2017/18.

The following table shows the impact on the total rates and charges payable in 2018/19 for the ‘average’ residential property.

The ‘average’ residential property has been based on a land valuation of $204,800 and this valuation has been used in the determination of both the residential ordinary rates and the environmental levy.

 

Rates and Charges

2017/18 ($)

2018/19 ($)

Increase ($)

Increase (%)

Residential Ordinary Rate

1,190.57

1,217.76

27.19

2.3

Environmental Levy

41.96

42.92

0.96

2.3

Sewerage Access Charge

806.00

838.00

32.00

4.0

Water Access Charge

143.00

145.00

2.00

1.4

Water Usage (250 KL pa)

697.50

732.50

35.00

5.0

Domestic Waste Service

646.00

655.00

9.00

1.4

Stormwater Management

25.00

25.00

0.00

0.0

Totals

3,550.03

3,662.28

106.15

3.0

Increase per Week

 

 

2.04

 

 

The following comments should be considered in conjunction with the above information:

1.     The Rate Peg % does not apply to Sewer, Water, Waste or Stormwater charges.

2.     Water charges include 250 KL of water usage for a year.

 

·     2018-2021 Financial Estimates

The 2018/19 budget result forecasts an estimated underlying deficit, that is; before capital revenue, of $64,000. This is comprised of estimated results of $3.860 million surplus for the General Fund, $0.261 million surplus for the Water Fund and $4.185 million deficit for the Sewer Fund.  A review of the financial estimates for each fund over the three years is as follows:

 

­    General Fund

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


 

 

Year

Financial Estimate
($)

 

 

Financial Estimate before Capital Revenue ($)

 

2018/19

14,042,000

Surplus

3,860,000

Surplus

2019/20

15,755,000

Surplus

5,290,000

Surplus

2020/21

16,247,000

Surplus

5,485,000

Surplus

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, S94 contributions, reserves, etc.

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

­    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 $300m. 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 $221m 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 ($)

 

2018/19

4,177,000

Surplus

261,000

Surplus

2019/20

4,444,000

Surplus

1,078,000

Surplus

2020/21

4,467,000

Surplus

1,852,000

Surplus

 

­    Sewer Fund

Year

Financial Estimate
($)

 

 

Financial Estimate before Capital Revenue ($)

 

2018/19

(232,000)

Deficit

(4,185,000)

Deficit

2019/20

(1,332,000)

Deficit

(2,564,000)

Deficit

2020/21

(392,000)

Deficit

(1,242,000)

Deficit

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

·     Pensioner Rebates

Council will write off about $3.2m in pensioner rates and charges in 2018/19. Of this, Council voluntarily forgoes approximately $650,000. Council is required to forgo the remaining $2.55m under State Government legislation.

The amount Council is reimbursed by the State is approximately $1.4m, leaving an overall cost to Council of approximately $1.8m.

·     Environmental Levy for 2018/19

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.

·     Proposed Loan Borrowings for 2018/19

No external loans are proposed for 2018/19. However, there is an internal loan proposed for $5,500,000 in 2018/19 and $5,000,000 for 2019/20. This is a loan from the Sewer fund for the Enterprise Park Land Development. Council will seek approval from the Minister before proceeding with the internal loan process.

·     Draft 2018/19 Fees and Charges

Council’s fees and charges have increased by an average of approximately 4%, reflecting increases in staff delivery and administrative costs. The full Draft 2018/19 Fees and Charges document is available as Attachment 4.

Options:

This report aims to facilitate the structured roll-out of Council programs for the remaining term of the 2017-2021 Delivery Program, 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 draft documents to be placed on public exhibition according to schedule, with the consideration of submissions and adoption of final documents to follow 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 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 planning process according to schedule. Failure to adopt and exhibit draft Delivery Program, Operational Plan, Budget, and Fees and Charges documents 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 draft documents provide a foundation to support the maintenance and enhancement of Council programs to protect the Coffs Harbour LGA environment.

•     Social

The public exhibition process will assist community engagement in the finalisation of the Delivery Program and Operational Plan. Consistent with the Draft MyCoffs Community Strategic Plan, the draft documents include a range of strategies to enhance the social development of the Coffs Harbour LGA.

•     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 the city’s strategic objectives. The documents have been informed by the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

The draft documents incorporate budgetary projections based on the approved 2.3% ‘rate peg’ allowance for 2018/19. The additional costs that ratepayers will face in 2018/19 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:

During the year, Councillors and staff have reviewed Council’s strategic priorities and resourcing options to assist with the review of the 2017-2021 Delivery Program and the development of the Draft 2018/19 Operational Plan.

Community requests made during the year for specific works or services have been considered in the framing of the draft 2018-2021Delivery Program Budgets; this process will be continued with the receipt of budget submissions during public exhibition.

Public Exhibition

Community engagement is a central part of the IPR framework. This report recommends the draft documents be adopted and placed on public exhibition for a 28-day period from Monday, 30 April until close of business on Monday, 28 May 2018.

Public engagement during this period will include public information and website displays, media releases, and newspaper advertising. The engagement process will encourage the community to consider the draft documents and make submissions to Council on issues of interest and concern.

Community submissions, a summary of recommended responses to submissions, and a final suite of IPR documents will be presented for adoption by Council prior to 30 June 2018.

The adopted final documents will be posted on Council’s website (it is anticipated that this will take place by 30 June 2018). Where hard copies are required, the documents will be printed and distributed in July 2018.

Related Policy, Precedents and / or Statutory Requirements:

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 draft documents will be placed on public exhibition for a 28-day period from Monday 30 April until close of business on Monday 28 May 2018.

Conclusion:

It is recommended that Council resolve to place the Draft 2017-2021 Delivery Program (Year 2) and supporting documents on public exhibition.

The draft documents represent a considered and responsible strategy that will enable Council to continue to meet the needs of the Coffs Harbour LGA community while maintaining the financial sustainability of the organisation.

Adoption of the draft documents by Council will allow their release for public exhibition to provide community engagement surrounding Council’s forward planning.

Adopting the drafts is also 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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SC18/17       Stronger Country Communities Fund - Round 2

Author:                        Section Leader Community Planning & Performance

Authoriser:                  Director Sustainable Communities

MyCoffs:                      D.2 We have effective use of public resources.

Attachments:              ATT1  SC18/17   Attachment 1 - Round 2 Stronger Country Communities Fund - Project Summaries  

 

Executive Summary

The NSW Government has committed a further $200m to support infrastructure projects through a second round of the Stronger Country Communities Fund (SCCF), and local councils are eligible to apply.

Local councils are required to consult with their communities, and Council is responsible for the determination of which projects are submitted. It is recommended in the SCCF guidelines that each local government area submit projects that strongly reflect community preferences. Councils are expected to work with local sporting and other community groups to identify priority projects and submit applications on behalf of these organisations.

This report seeks determination from Council of which project applications are to be progressed for submission. 

 

Recommendation:

That Council progress and submit applications for all thirteen proposed projects received for the Stronger Country Communities Fund round two, in the following priority order:

Local Sporting Infrastructure

Applicant

Priority Order

Proposed

Project

Project

Location

Funding Requested

 

Coffs Harbour City Council

(in conjunction with Coffs Coast Little Athletics & Northern Storm Football Club)

1

New athletic field event infrastructure, equipment storage, and change rooms

York Street Oval

$999,831

 

Coffs Harbour City Council

(in conjunction with Coffs Harbour Rugby League Football Club)

2

Upgrade of sports lighting on fields 1 & 2, and renewal of amenity block awning and hot water system

Geoff King Motors Oval

$444,000

 

Coffs Harbour City Council

(in conjunction with Woolgoolga Sports Council)

3

New sports lighting on field 2 and upgraded lighting on field 1

Woolgoolga Sports Ground

$168,000

(Total project cost $396,000)

 

Coffs Harbour City Council

(in conjunction with Sawtell and District BMX Club)

4

Upgrade of new starting hill, office storage and track lighting

Sawtell BMX Track

$547,868

 

Coffs Harbour City Council

(in conjunction with Sawtell Junior and Senior Cricket Club and Sawtell Toormina Saints AFL)

5

New change room and storage facilities

Richardson Park

$482,040

 

Coffs Harbour City Council

(in conjunction with  Westside Tennis)

6

Upgrade of two synthetic grass surface courts

Westside Tennis Club

$260,373

 

Coffs Harbour City Council

(in conjunction with  Englands Park Tennis Club)

7

Upgrade of car park

Englands Park Tennis Club

$124,692

 

Total:

$3,026,804

 

General Community Amenity, Place-Making and Street Beautification

Applicant

Priority Order

Proposed

Project

Project

Location

Funding Requested

Coffs Harbour City Council

1

New Woolgoolga Reserve Community Hub

Woolgoolga Reserve

$994,355

Coffs Harbour City Council

(in conjunction with SANDBAGS)

2

New Playground at Sandy Beach Reserve

Sandy Beach Reserve

$230,000

Coffs Harbour City Council

(in conjunction with Woolgoolga Art Gallery Inc.)

3

Refurbishment of Woolgoolga Art Gallery

Woolgoolga

$55,000

Coffs Harbour City Council

4

New Playground Shade Sails

Various locations across the LGA

$494,500

Coffs Harbour City Council

5

Renewal of Footbridge

Boambee Creek

$1,000,000

(Total project cost $1,500,000)

Coffs Harbour City Council

6

New West Coffs Off Leash Dog Park

West Coffs Reserve

$117,300

Total:

$2,891,155

 

Report

Description of Item:

The Stronger Country Communities Fund (SCCF) supports projects that deliver local community infrastructure or sporting facilities. Projects must be for:

·    construction of new or refurbishment/upgrade of existing community infrastructure

·    construction of new or refurbishment/upgrade of existing local sporting infrastructure

·    capital works related to street beautification and public ‘place making’.

The NSW Government has committed a further $200m to support infrastructure projects through a second round of the SCCF. For SCCF round two, $100 million is allocated for general community amenity and $100 million for local sport infrastructure projects. To reflect the funding split, councils are required to submit sport projects that total at least 50 per cent of their total round two allocation. The deadline for Round 2 applications closes on 4 May 2018.

In round one of the SCCF, Council received $1,285,717 for three successful project applications - Community Facility Activation Upgrades ($606,901), the Refurbishment of the Rugby Park Clubhouse ($156,072) and the Missing Links 5 Footpath Project ($522,744).

Correspondence received by Council from the Deputy Premier has identified that Coffs Harbour City Council’s funding allocation for round two of the SCCF is $2,016,896. The funding is split with 50% allocated for Local Sporting Infrastructure projects, and 50% for General Community Amenity, Place-Making and Street Beautification projects.

Local councils are requested to consult with their communities to identify project proposals that meet community needs and aspirations. It is recommended in the SCCF guidelines that each local government area submit projects that strongly reflect community preferences. Councils are expected to work with local sporting and other community groups to identify priority projects and submit applications on behalf of these organisations. Applications for the SCCF round 2 opened on 12 March 2018 and close 4 May 2018.

Issues:

An ‘Expression of Interest’ (EOI) was requested by Council for any proposed projects to be given consideration for this funding opportunity. This applied to Coffs Harbour City Council proposed projects and also any external applicant proposed projects. A more detailed summary of all the proposed projects is attached for reference but a summary table is included below:

Local Sporting Infrastructure ($1.008m funding available)

Applicant

Proposed

Project

Project

Location

Funding Requested

Coffs Harbour City Council

(in conjunction with Coffs Coast Little Athletics & Northern Storm Football Club)

New athletic field event infrastructure, equipment storage, and change rooms

York Street Oval

$999,831

Coffs Harbour City Council

(in conjunction with Coffs Harbour Rugby League Football Club)

Upgrade of sports lighting on fields 1 & 2, and renewal of amenity block awning and hot water system

Geoff King Motors Oval

$444,000

Coffs Harbour City Council

(in conjunction with Woolgoolga Sports Council)

New sports lighting on field 2 and upgraded lighting on field 1

Woolgoolga Sports Ground

$168,000

(Total project cost $396,000)

Coffs Harbour City Council

(in conjunction with Sawtell and District BMX Club)

Upgrade of new starting hill, office storage and track lighting

Sawtell BMX Track

$547,868

Coffs Harbour City Council

(in conjunction with Sawtell Junior and Senior Cricket Club and Sawtell Toormina Saints AFL)

New change room and storage facilities

Richardson Park

$482,040

Coffs Harbour City Council

(in conjunction with  Westside Tennis)

Upgrade of two synthetic grass surface courts

Westside Tennis Club

$260,373

Coffs Harbour City Council

(in conjunction with  Englands Park Tennis Club)

Upgrade of car park

Englands Park Tennis Club

$124,692

Total:

$3,026,804

 

General Community Amenity, Place-Making and Street Beautification ($1.008m funding available)

Applicant

Proposed

Project

Project

Location

Funding Requested

Coffs Harbour City Council

New Woolgoolga Reserve Community Hub

Woolgoolga Reserve

$994,355

Coffs Harbour City Council

(in conjunction with SANDBAGS)

New Playground at Sandy Beach Reserve

Sandy Beach Reserve

$230,000

Coffs Harbour City Council

(in conjunction with Woolgoolga Art Gallery Inc.)

Refurbishment of Woolgoolga Art Gallery

Woolgoolga

$55,000

Coffs Harbour City Council

New Playground Shade Sails

Various locations across the LGA

$494,500

Coffs Harbour City Council

Renewal of Footbridge

Boambee Creek

$1,000,000

(Total project cost $1,500,000)

Coffs Harbour City Council

New West Coffs Off Leash Dog Park

West Coffs Reserve

$117,300

Total:

$2,891,155

 

Any potential application for a proposed project was required to:

1.    Be for projects of between $50,000 and $1,000,000.

2.    Have a comprehensive project plan including a quotation or detailed estimate from a quantity surveyor or suitably qualified person.

3.    Be for projects that can be commenced within one year and completed within two years.

Council met with the Hon Andrew Fraser MP on 13 April 2018 to consider local priorities and discuss the applications received for this funding program.

The merit of the proposed projects was assessed against strategic alignment with the grant criteria, capacity to deliver, and Council’s adopted Delivery Program and supporting long-term strategies.  In this regard, all of the potential projects are deemed to be appropriate and fulfil the broad criteria.

It should be noted that just last week, the State Government amended the SCCF guidelines to require Councils to specify ranking for the projects being applied for in priority order.  This prioritisation process has therefore been undertaken with limited information, as the full project applications have not been completed/submitted, and all within an abbreviated timeframe. Accordingly, the projects have been prioritised by Council staff, based on the limited information available, utilising the following criteria:

-     Strategic alignment

-     Social needs and benefit

-     Economic development benefit

As with SCCF round one, State Government will undertake community consultation to understand community preferences. This process will involve choice modelling of a representative sample of community members in the Coffs Harbour LGA being asked to ‘state’ their preference in a survey in order to quantify the community’s preference for each proposed project.

As per the Deed of Agreement with the NSW Government, Council is required to manage all of the approved projects, and assume responsibility for the financial management, project planning, insurance and risk management of the project during its implementation.  All of the submitted projects involve Council assets, either directly held by Council or under a lease/licencing agreement. To ensure compliance with the terms of the grants and to guarantee delivery of the project to the standards required by Council, Council staff will be required to play a significant role in the project management of these projects.

Options:

1.    Adopt the recommendation provided to Council. This option provides for the optimal distribution of the grant funds based on the applications received.

2.    Amend the recommendation provided to Council.

3.    Reject the recommendation provided to Council. Selection of this option will mean that due to the application closing date of 4 May, Council will be unable to submit any projects for this funding source.

Sustainability Assessment:

•     Environment

Any of the projects nominated will need to include a detailed assessment and review of environmental impacts prior to construction.

•     Social

Projects nominated for funding will need to meet project objectives to ‘help sustain the social bonds at the heart of strong regional communities’. These will be addressed in the Assessment Criteria responses to the grant.

•     Civic Leadership

The projects listed for consideration will address matters outlined in the following strategy of the Community Strategic Plan:

-     We effectively manage the planning and provision of regional public services and infrastructure - (D2.1)

•     Economic – Broader Economic Implications

These projects would have positive economic implications during the construction period and also longer term.

•     Economic - Delivery Program/Operational Plan Implications

All nominated projects have relevant strategic alignment and could be undertaken with no detrimental impact to the draft 2017-2021 Delivery Program (Year 2) and draft Delivery Program budgets. Should Council make a successful application to the SCCF round 2, then any relevant projects would be added to the 2018/19 Operational Plan at the next available Quarterly Budget Review after receipt of confirmation from the grant funding body.

Risk Analysis:

The guidelines for the Program include provisions relating to financial reporting, governance and structured schedule. A formal acquittal of the grants will be required on completion of the projects.

Council staff have reviewed all the submitted projects, however Council has been required to compile, review and lodge all the applications within a very short timeframe. As such, there is a risk that the application plans and cost estimates may not be as robust as would normally be the case desired due to these time limitations.

As per the Deed of Agreement with the NSW Government, there is a financial risk to Council from any financial overspend on any of the projects.

Consultation:

Correspondence about the grant and opportunity to apply for funding was sent to Chambers of Commerce, Council Committees, and sporting and community organisations, a notice was placed in the Coffs Advocate, and details were also shared via social media. In addition, Council met with the Hon Andrew Fraser MP on 13 April 2018 to consider local priorities and discuss the applications received for this funding program.

Related Policy, Precedents and / or Statutory Requirements:

The NSW Government has committed this funding to support the development of infrastructure projects within the local government area. Expenditure of these grant funds by Council will be in accordance with Council’s Policies and statutory requirements.

Implementation Date / Priority:

All projects must be commenced within one year and completed within two years of the announcement of funding by the NSW Government.

Conclusion:

The Stronger Country Community Fund is a funding initiative by the NSW Government for assisting Councils and community organisations to deliver important infrastructure projects within the local government area. This Program enables significant investment in local infrastructure that supports local jobs and businesses and it is recommended that Council identify which Projects are to be submitted.

 


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SC18/18       Regional Sports Infrastructure Fund (RSIF)

Author:                        Group Leader City Prosperity

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  SC18/18   Coffs Coast Sport and Leisure Park Masterplan 2016

ATT2  SC18/18   Proposed Regional Sports Hub Draft Plan and Stages  

 

Executive Summary

The NSW Government’s Regional Sports Infrastructure Fund (RSIF) will create spaces and facilities that enable communities to enjoy and take part in sport. The fund will focus on larger sporting facilities that deliver the best regional outcomes for the community.

The RSIF objectives are to:

-     increase the number and type of regional sporting facilities

-     improve the standard of existing regional sporting facilities

The RSIF provides grants between $1 million and $10 million for Regional Sport Hubs or Regionally Significant Sport Facilities.

This report seeks Council’s endorsement of one Expression of Interest to be submitted to the Regional Sports Infrastructure Fund (RSIF) for the Coffs Coast Regional Sports Hub – Stage 2 at a total project cost of $12.5 million.

If successful in proceeding to business case stage and ultimately gaining the maximum grant amount available of $10 million, Council will need to provide $2.5 million in project funding which may be captured from the future developer contributions currently planned for this site.

 

Recommendation:

That Council Submit an Expression of Interest for the NSW Government’s Regional Sports Infrastructure Fund (RSIF) for the Coffs Coast Regional Sports Hub – Stage 2.

 

Report

Description of Item:

Part of the NSW Government’s $1.3 billion Regional Growth Fund, the Regional Sports Infrastructure Fund (RSIF) will create spaces and facilities that enable communities to enjoy and take part in sport. The RSIF will focus on larger sporting facilities that deliver the best regional outcomes for the community.

The RSIF objectives are to:

-     increase the number and type of regional sporting facilities

-     improve the standard of existing regional sporting facilities

-     increase participation in sport

The RSIF provides grants between $1 million and $10 million for Regional Sport Hubs or Regionally Significant Sport Facilities. In most cases projects will only be considered where there is a minimum financial co-contribution towards the project of 25% of the total grant amount.

A regional sport hub may include the following features:

-     a multi-sport facility, which may include a sport administration centre, that supports participation at the community and pre-elite level

-     the capacity to host national, state and regional championships

-     a location that may complement already established regionally significant sport facilities

-     a main site with a combination of core sporting facilities as well as supporting services

This report proposes an EOI be submitted for the ‘Coffs Coast Regional Sports Hub – Stage 2’, with the project scope to include development of further outdoor fields (options for surfaces to be considered), amenities, carparks, lighting, connectivity for pedestrians, cyclists and vehicles. 

Issues:

The Coffs Coast Sport and Leisure Park (CCSLP) precinct, including C.ex Coffs International Stadium, is already the region’s premier sporting precinct, functioning under the “regional sports hub” model.  CCSLP hosts international, national and state sporting events of many outdoor sports, providing an estimated impact into the local economy of $30 million per year.  The site has an adopted masterplan within the Coffs Harbour Sports Facility Plan 2016 which indicates future plans for the area (attachment 1 Coffs Coast Sport and Leisure Park Masterplan 2016).

The CCSLP precinct is physically located alongside the Coffs Harbour Education Campus including Southern Cross University’s proposed Allied Health Building, which provides significant alignment and opportunity for ongoing partnership and mutual growth.  The connection between the two precincts is currently constrained by a lack of connection and movement for both pedestrians and cyclists, as well as inefficiencies in parking and access. 

Some of the larger event footprints are now spreading across Stadium Drive to the Coffs Harbour Rugby League Club grounds, which offer an excellent additional footprint however causes considerable concern from a traffic and parking perspective, for event participants, other businesses and residents in the precinct, and even passing local commuter traffic.

Development of the Coffs Coast Regional Sports Hub and connections between the two areas, comprises 4 main phases: (Attachment 2 Proposed Coffs Coast Regional Sports Hub draft plan and stages).

Stage 1: Building an EPIC Stadium for the Future Project

Two new grandstands, refurbishment of existing grandstand, sports administration building, score board, carparking.

Currently underway with completion of mid to late 2019.

Funded by the Australian Government’s Building Better Regions Fund and Council. 

Stage 2: Outdoor Field Growth and Connection

Development of further outdoor fields (options for surfaces to be considered), new and upgraded sports amenities, 100 lux lighting, connectivity for pedestrians, cyclists and vehicles.  Also includes an allocation for a business case, transport and flood studies for proposed stage 3.

Funding: Project cost $12.5 million. EOI for RSIF for the maximum $10 million. $2.5 Council contribution (see delivery program impacts below).

Stage 3: Proposed Regional Indoor Sports Centre

Council contracted Otium Planning Group in 2017 to undertake a report into indoor sports provision throughout the local government area.  The report, expected in May 2018, considers the potential of a regional indoor sports centre within the Coffs Coast Regional Sports Hub footprint (as well as options for the proposed Northern Beaches Multipurpose Centre and proposed improvements or extensions to Sportz Central).

Subject to the recommendations of the report, it is anticipated there may be a requirement for further analysis and consultation with both Council and the various stakeholders and sports involved, and subject to the findings, further investigations to progress any recommendations. As noted above, the RSIF EOI will include a component for studies to further progress this proposal, subject to the report’s recommendations.

Unfunded.

Stage 4: Further Development of Outdoor Fields

As outlined in the Sports Facility Plan 2016 and dependent on the specifics of phase 3 above.

Unfunded.

Options:

1.   Accept the recommendations and proceed with the EOI for the RSIF.

2.   Modify the recommendations and put forward other projects noting the need to meet the assessment criteria under the RSIF criteria and guidelines.

3.   Reject the recommendations and thereby not lodge any application under RSIF.

Sustainability Assessment:

•     Environment

All appropriate environmental requirements will be considered in the staging of the Coffs Coast Regional Sports Hub.

Review of existing flood studies will be undertaken in the planning for various stages.

•     Social

Sports grounds are a valuable resource and are highly valued by the community partly because they provide a low cost recreation opportunity that is within the financial reach of a broad cross section of the community.

Participating in sport produces a range of benefits including improved physical fitness, enhanced mental health, skill development, increased self-esteem and opportunities for social networking. These benefits extend to not only players but officials and spectators, and provide opportunities to strengthen family units by encouraging families to spend time together.

The proposed new fields and infrastructure will be of significant benefit to visiting international, national, and state events, as well as to local sports teams and competitions who will have increased access to these facilities.

•     Civic Leadership

The establishment of the Coffs Coast Regional Sports Hub works towards achieving the outcomes identified within the Coffs Harbour 2030 Community Strategic Plan and is directly connected to the themes "Places for Living” and “Looking after our Community”.

•     Economic – Broader Economic Implications

The project would have positive economic implications during the construction period and also in the long term.

Each year the sports industry delivers approximately $30 million in economic benefit to our community on the Coffs Coast, of which a minimum of $19 million is directly associated with major event delivery at the CCSLP and C.ex Coffs International Stadium.

•     Economic - Delivery Program/Operational Plan Implications

Stage 2 of the Coffs Coast Regional Sports Hub is priced at $12.5 million. 

The maximum grant allocation is $10 million, which must have a minimum contribution from Council of 25% of the grant amount – ie $2.5 million.

Approximately $2.5m is already scheduled for future years in section 94 developer contributions for development of the western fields that form part of ‘stage 2’. 

Should the EOI be successful, a report will be brought back to Council to decide how best to access this future allocation of funds.

Risk Analysis:

The Coffs Coast Sport and Leisure Park precinct has significant levels of flooding, and all planning for the site is undertaken carefully.  Further flooding studies will need to be undertaken in the development of phase 2 (field surfaces) and following phases.

Consultation:

Significant consultation was undertaken with sports during the preparation of the Sports Facility Plan 2016, and has also been undertaken by Otium Planning Group.  Ongoing consultation with national and state sporting organisations, sporting event organisers, NSW Office of Sport, Sport NSW and representatives of Southern Cross University have occurred and will continue throughout development of the proposed Coffs Coast Regional Sports Hub.

Related Policy, Precedents and / or Statutory Requirements:

There are no specific statutory requirements.

Implementation Date / Priority:

The RSIF is a two staged process:

1.   Expression of Interest (EOI) closing 4 May 2018.

2.   Business case for successful EOI applications closing August 2018.

Projects are expected to be completed within 3 years of funding agreement execution.

Conclusion:

The NSW Government is determined to ensure regions remain vibrant communities. The Regional Sports Infrastructure Fund will ensure that NSW has a network of spaces and places that enable quality sport and active recreation participation and performance at all levels.

Lodging an expression of interest for ‘Regional Sports Hub – Stage 2’ will enable Council to further develop this important sporting precinct for both local sport users and visiting international, national, state and regional teams.

 


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T18/04          TRUST REPORT - Short Term Tenure for Former Deep Sea Fishing Club

Author:                        Manager Holiday Parks and Reserves

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

 Attachments:             ATT1  T18/04      CONFIDENTIAL          EOI Assessment

Confidential in accordance with Section 10A(2)(c),(d)(i) of the Local Government Act as it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business, and commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.

ATT2  T18/04      CONFIDENTIAL          Respondent 1 EOI  

ATT3  T18/04      CONFIDENTIAL          Respondent 1 Supporting Emails  

ATT4  T18/04      CONFIDENTIAL          Respondent 1 Financial Projections V1  

ATT5  T18/04      CONFIDENTIAL          Respondent 1 Financial Projections V2  

ATT6  T18/04      CONFIDENTIAL          Respondent 1 Business Case  

ATT7  T18/04      CONFIDENTIAL          Respondent 2 EOI  

ATT8  T18/04      CONFIDENTIAL          Respondent 2 Business Plan   

 

 

Executive Summary

Council, as Corporate Manager of the Coffs Coast State Park Trust, has engaged the services of a commercial real estate agent to assist in securing a tenant for short term use (up to three years) of the former Deep Sea Fishing Club site.  An Expression of Interest was undertaken and the Trust has been furnished with proposals from two interested parties.  The proposals have been assessed and a recommendation is presented to the Trust in the confidential attachment the report.

 

Recommendation:

That Council, as Corporate Manager of the Coffs Coast State Park Trust, adopt the recommendation as contained in the confidential section of the report.

 

 

Report

Description of Item:

On 27 April 2017 the Trust resolved:

 

That Council as Corporate Manager of the Coffs Coast State Park Trust:

 

1.   Note the activities undertaken on the site since the disclaiming of the previous lease;

2.   Approve the drafting and content of an Expression of Interest (EOI) for short-term use (up to three years) of the existing facility;

3.   Approve the drafting of an EOI for long-term use and/or development of the expanded site that will be subject to a further report to the Trust; and

4.   After assessing the potential applicants for a short term lease on the former Coffs Harbour Deep Sea Fishing Club site, Council staff present a shortlist of lease applicants to full Council for assessment.  This acknowledges the high level of public interest for the future of the site and allows assessment in line with the community expectations for this site.

 

On 25 May 2017 the Trust resolved:

 

That Council as Corporate Manager of the Coffs Coast State Park Trust approve the issuing of the EOI for short term use, up to three years, of the former Coffs Harbour Deep Sea Fishing Club facility.

 

The EOI was advertised per Council’s Procurement Policy and procedures and closed on 18 July 2017.  There were two submissions received and the Trust resolved on 14 September 2017 to enter into a tenure with the successful proponent. Unfortunately, the opportunity was not realised and the proponent withdrew from the process.

 

In order to seek a greater response from the market, and on the back of a successful call to market for the recently installed Jetty Kiosk, a real estate agent was procured and engaged to undertake a further expression of interest to secure a proponent.  The agent undertook the EOI process from 20 January to 28 February 2018.  The submissions are detailed in the confidential section of the report.

 

The submissions were assessed against the following criteria:

 

·     Demonstrated Capability and Capacity

·     Demonstrated Experience and Past Performance

·     Product/Service Offering

·     Community Benefit

·     Commercial evaluation including:

Lump Sum Price/Total Price

Financial capacity

Issues:

Any issues associated with this report are considered in the EOI Assessment in Confidential Attachment 1.

Options:

Options available to the Trust include:

 

1.    Adopt the recommendation as detailed in Confidential Attachment

2.    Reject all conforming EOIs and proceed immediately to a Long Term EOI.  Temporary licenses could still be issued for appropriate use during the estimated three year Long Term EOI process.

Sustainability Assessment:

•     Environment

There are minimal environmental impacts associated with the short term use EOI.

•     Social

The active use of the site will deliver the benefits of the community.  The EOI seeks to expand the use of the site to maximise these benefits.

•     Civic Leadership

Council, as Corporate Manager of the Coffs Coast State Park Trust, provide tenures for a range of activities on Trust lands.  Supporting reactivation of the site through intial short term use demonstrates civic leadership.  Testing the site via a long term EOI during the short term tenure period also demonstrates adherence to governance principles.

•     Economic – Broader Economic Implications

The site is currently underutilised and is a cost burden on the Trust.  New activity will reactivate the site and has potential in the short term to generate business and social opportunities that will have positive flow on effects for the local economy.

•     Economic - Delivery Program/Operational Plan Implications

The short term lease fees will allow the Trust to meet the ongoing management costs associated with the site whilst the long term EOI process is undertaken.

Risk Analysis:

The key risk to the Trust is approval from Crown Lands to the three year tenure.  The risk has been reduced through strong consultation with Crown Lands.  The granting of the tenure assists in reducing the Trust risk with regards to ongoing maintenance of the site.

Consultation:

Consultation has been undertaken with relevant Council officers and Crown Lands in the preparation of the EOI.  Council officers have sought clarification from respondents on their submissions as required.

Related Policy, Precedents and / or Statutory Requirements:

Council, as Corporate Manager of the Coffs Coast State Park Trust, provide tenures for a range of activities on Trust lands.

Implementation Date / Priority:

Lease documentation preparation can commence upon the Trust’s resolution with a commencement date likely from later this year.

Conclusion:

Details of submissions and an EOI Assessment are provided to the Trust for further consideration and determination.