Coffs Harbour City Council

06 June 2018

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 14 June 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.      Notices of Motion - Trust

19.      Trust Reports

20.      Requests for Leave of Absence

21.      Questions On Notice

22.      Matters of an Urgent Nature

23.      Consideration of Confidential Items (if any)

24.      Close of Ordinary Meeting.

 

 

Steve  McGrath

General Manager

 

 


Order of Business

 

  

General Manager's Reports

GM18/11         Local Government Remuneration Tribunal.......................................... 3

GM18/12         Voting Delegates for the election to fill a casual vacancy in the office of Vice President (Rural/Regional Councils) on the Board of the Local Government and Shires Association of NSW.................. 6

GM18/13         Joint Organisation Membership................................................................. 13

GM18/14         Cultural & Civic Space Concept Business Case................................. 27

Directorate Reports - Business Services

BS18/33          Loan Borrowing - EPIC Stadium Project.............................................. 157

BS18/34          Land Acquisitions - Upgrade of corner on Coramba Road, Karangi      157

BS18/35          Advocate Park - Owner's Consent for Subdivision Development Application for 21 Domain Drive, Coffs Harbour, Lot 1 DP 524038 157

Directorate Reports - Sustainable Communities

SC18/21          Trading Places - Footpath Activation.................................................. 157

Directorate Reports - Sustainable Infrastructure

SI18/14           Traffic Committee Meetings Nos. 1/2018, 2/2018, 3/2018...................... 157

Notices of Motion Trust

NOM18/08      TRUST NOTICE OF MOTION - Boat Ramp Signage.................................... 157

NOM18/09      TRUST NOTICE OF MOTION - Botanic Gardens - Connecting Bridge to Showground..................................................................................................... 157   


GM18/11      Local Government Remuneration Tribunal

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

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

Attachments:              Nil

 

Executive Summary

To advise Council of the determination by the Local Government Remuneration Tribunal of fees for Councillors and Mayors for 2018/19.

 

 

Recommendation:

That Council, Pursuant to the provisions of Sections 248 and 249 of the Local Government Act 1993, fix the:

1.       Annual fee for Councillors at $19,790 for the 2018/19 financial year.

2.       Additional annual fee for the position of Mayor at $43,170 for the 2018/19 financial year.

 

Report

Description of Item:

Each year, pursuant to Sections 239 and 241 of the Local Government Act 1993, the Local Government Remuneration Tribunal determines the categories for councils, county councils and mayoral offices and the maximum and minimum amounts of fees to be paid during the period 1 July to 30 June of the following year to Mayors and Councillors as well as chairpersons and members of county councils.

 

The Tribunal has made a determination on fees for 2018/19.

Issues:

The fees recommended by the Tribunal provide for a 2.5% increase in 2018/19 from 2017/18.

 

With respect to the level of fees payable to the Mayor and Councillors it will be recommended that Council set the fees at the maximum level.

 

Coffs Harbour City Council remained a Regional Rural Council and the movement of fees is as follows:

 

 

2016/17

2017/18

2018/19

 

Minimum

$

Maximum

$

Minimum

$

Maximum

$

Minimum

$

Maximum

$

Councillors

8,540

18,840

8,750

19,310

8,970

19,790

Mayors (additional)

18,180

41,090

18,630

42,120

19,100

43,170

 

Options:

1.    Adopt the recommendation provided to Council.

2.    Reject the recommendation provided to Council.

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

This report meets objective D.1 Our leaders give us confidence in the future of the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

There are no broader economic implications as a result of this report.

•     Economic - Delivery Program/Operational Plan Implications

There is an overall budgeted increase of $5,370 from the 2017/18 allocation. This increase has been allowed for in the 2018/19 Delivery Program and Operational Plan.

Risk Analysis:

There are no risks identified in regards to this report.

Consultation:

This report reflects the findings of the Local Government Remuneration Tribunal, dated 17 April 2018.

Related Policy, Precedents and / or Statutory Requirements:

Sections 235 of the Local Government Act established the Tribunal.

 

Section 239 of the Local Government Act establishes the Categorisation of councils and mayoral offices.

 

Section 241 of the Local Government Act provides for the Tribunal to determine fees.

 

Section 248 of the Local Government Act provides for Council to pay all Councillors an annual fee, fix the fee for all Councillors but at least the minimum.

 

Section 249 of the Local Government Act provides for the Council to pay the Mayor an annual fee but at least the minimum fee.  The Council may pay the Deputy Mayor a fee but it must be deducted from the Mayor's annual fee.

Implementation Date / Priority:

The new fees are payable from 1 July 2018.

Conclusion:

That Council consider the determination of the tribunal, and adopt the increase in fees. More information on the Local Government Remuneration Tribunal determination can be found on the NSW Remuneration Tribunals website at:

 

http://www.remtribunals.nsw.gov.au/local-government/current-lgrt-determinations

 


GM18/12      Voting Delegates for the election to fill a casual vacancy in the office of Vice President (Rural/Regional Councils) on the Board of the Local Government and Shires Association of NSW

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

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

Attachments:              ATT1  GM18/12  Letter to General Managers Nomination of voting delegates

ATT2  GM18/12  Number of voting delegates available for all NSW councils  

 

Executive Summary

Council is required to nominate voting delegates in preparation for the election of a Vice President (Rural/Regional) to the Local Government and Shires Association of NSW (LGNSW) board.

 

 

Recommendation:

That Council nominate Councillors __________, __________, __________ and __________  as voting delegates for the Election of a Vice President (Rural/Regional) position on the LGNSW board.

 

Report

Description of Item:

LGNSW represents the views and interests of NSW general purpose councils, special purpose councils and the NSW Aboriginal Land Council by:

 

·     Advocating councils’ views to governments,

·     Promoting local government to the community, and

·     Providing specialist advice and services.

 

Correspondence has been received from LGNSW (Attachment 1) stating that the former Vice President (Rural/Regional) of LGNSW resigned from the board resulting in a casual vacancy. The Associations rules require the casual vacancy to be filled by secret ballot in accordance with the provisions appropriate to the election for the vacant office.

 

The Australian Electoral Commission will cause an Election Notice inviting nomination for the office of Vice President (Rural/Regional) to be published in the LGNSW Official journal, the LGNSW Weekly, and sent to each member entitled to vote in the election, by post, on Friday 13 July 2018.

Issues:

Council is required to nominate voting delegates to the association by 12 noon, Friday 6 July 2018. Coffs Harbour City Council is entitled to be represented by four voting delegates (Attachment 2).

Options:

1.    Adopt the recommendations and therefore resolve the authorise voting delegates for the upcoming election of a Vice President (Rural/Regional) to the LGNSW.

2.    Consider amending the recommendation with a view to establishing an alternate process for appointing voting delegates.

3.    Reject the recommendation and effectively not appoint authorised voting delegates for the upcoming election of a Vice President (Rural/Regional) to the LGNSW.

Sustainability Assessment:

•     Environment

There are no perceived environmental impacts with the information contained in this report.

•     Social

There are no perceived social impacts with the information contained in this report.

•     Civic Leadership

Coffs Harbour City Council, through its delegates, will have the opportunity to represent the interests of the Coffs Harbour Community. This is an appropriate civic leadership role for Council to play given its regional leadership role in NSW.

•     Economic – Broader Economic Implications

There are no perceived broader economic implications with the information contained in this report.

•     Economic - Delivery Program/Operational Plan Implications

There are no perceived Delivery Program/Operational Plan implications with the information contained in this report.

Risk Analysis:

It is not anticipated that there would be any major risks associated with nominating authorised voting delegates in preparation for the election of a Vice President (Rural/Regional) to the LGNSW board.

Consultation:

This report presents the first formal opportunity for consultation with Councillors to facilitate the necessary actions to nominate voting delegates for the upcoming election of a Vice President (Rural/Regional) to the LGNSW.

Related Policy, Precedents and / or Statutory Requirements:

There are no significant related policy, precedents and/or statutory requirements applicable to this report.

Implementation Date / Priority:

Immediate

Conclusion:

That Council nominate voting delegates for the upcoming election of a Vice President (Rural/Regional) to the LGNSW.

 

 



 



 


GM18/13      Joint Organisation Membership

Author:                        Director Business Services

Authoriser:                  General Manager

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

Attachments:              ATT1  GM18/13  Regional Joint Organisations Proclamation 2018 - 9 May 2018

ATT2  GM18/13  Media Release Joint Organisations Formation - 15 May 2018

ATT3  GM18/13  Correspondence - Deputy Premier and Minister Local Government - 24 May 2018

ATT4  GM18/13  Representations From Nambucca Shire Council - 2 June 2018  

 

Executive Summary

Council last considered membership of the Mid North Coast JO at its meeting on 22 March 2018 when it resolved to join a JO comprising Clarence Valley Council, Coffs Harbour City Council, Bellingen Shire Council and Nambucca Shire Council. This resolution was provided to the Minister for Local Government as required by the legislation.

 

On 11 May 2018, the Local Government (Regional Joint Organisations) Proclamation 2018 was published. The proclamation established the Mid North Coast JO comprising Bellingen Shire Council, Kempsey Shire Council and Port Macquarie-Hastings Council.

 

On 24 May 2018, the Mayor received a letter jointly signed by from the Hon. John Barilaro and the Hon. Gabrielle Upton advising that although Coffs Harbour City Council made a resolution to become a member of a JO, it has not been included in the initial proclamation as the resolution did not align with other council resolutions or was conditional on specific actions by the Minister. The letter makes clear the Government’s position that, with the exception of the Far West Region, the NSW Government will not be proclaiming any additional joint organisations in regional NSW. Therefore, Council’s currently resolved position of a four council JO is unlikely to proceed. Further, the letter advises that it is the NSW Government’s intent that all regional councils become a full voting member of a JO, so that their communities can benefit from a strong regional approach to strategic planning, collaboration and advocacy.

 

On 2 June 2018, Council received advice from Nambucca Shire Council that following consideration of this matter at their Council meeting on 31 May 2018, it was resolved to seek the support of Clarence Valley Council and Coffs Harbour City Council in making representations to the Deputy Premier, the Minister for Local Government and our local State Members for the establishment of a JO comprising Clarence Valley Council, Coffs Harbour City Council and Nambucca Shire Council. Further that Bellingen Shire Council be accepted as a member of the proposed JO should they obtain approval to withdraw from the proclaimed Mid North Coast JO.

 

Council now needs to consider, that given the State Government’s advised position on JOs, whether it wishes to continue pursuing a four councils North Coast JO or to accept the State Government’s advice and now formally resolve to join the proclaimed Mid North Coast JO. Alternatively Council may choose to take no action at this time and apply a watching brief to this matter. Accepting the State Government’s advice and formally resolving to join the Mid North Coast JO is recommended.

 

 

 

Recommendation:

In accordance with Part 7 of Chapter 12 of the Local Government Act 1993 (Act), the Coffs Harbour City Council resolves to approve the inclusion of the Council’s area in the area of the Mid North Coast Joint Organisation.

 

Report

Description of Item:

Council initially considered a report on 8 February 2018 which proposed that Coffs Harbour City Council resolve to join the Mid North Coast Joint Organisation (JO) comprising Clarence Valley Council, Coffs Harbour City Council, Bellingen Shire Council, Kempsey Shire Council, Nambucca Shire Council and Port Macquarie-Hastings Council, following the passing of enabling legislation in late 2017.  At that time, Council resolved to seek an extension of time to consider this matter further and also resolved that a briefing be held on the subject matter.

 

Subsequently, an extension of time through to 23 March 2018 was granted to all regional NSW councils.  A Councillor briefing was also held on 19 February 2018. Council next considered membership of the Mid North Coast JO at its meeting on 22 March 2018 when it resolved to join a JO comprising Clarence Valley Council, Coffs Harbour City Council, Bellingen Shire Council and Nambucca Shire Council. This resolution was provided to the Minister for Local Government as required by the legislation.

 

On 11 May 2018, the Local Government (Regional Joint Organisations) Proclamation 2018 was published (Attachment 1). The proclamation established the Mid North Coast JO comprising Bellingen Shire Council, Kempsey Shire Council and Port Macquarie-Hastings Council. A media release (Attachment 2) was also issued on 15 May 2018 by the Hon. John Barilaro, Deputy Premier and the Hon. Gabrielle Upton, Minister for Local Government.

 

It should be noted that 90% of eligible Councils in NSW have formally resolved to voluntarily join a proclaimed JO. The State Government has allocated $3.3 million in seed funding to support the establishment of these JOs, with $300,000 allocated to the Mid North Coast JO.

 

On 24 May 2018, the Mayor received a letter jointly signed by from the Hon. John Barilaro and the Hon. Gabrielle Upton advising that although Coffs Harbour City Council made a resolution to become a member of a JO, it has not been included in the initial proclamation as the resolution did not align with other council resolutions or was conditional on specific actions by the Minister.

 

The letter reiterates the NSW Government’s policy is that a minimum of three (3) councils are required to form a JO. Importantly the letter states:

 

“With the exception of the Far West Region, the NSW Government will not be proclaiming any additional joint organisations in regional NSW. Your Council is strongly encouraged to consider joining one of the joint organisations that have been established in your planning region. It is still possible to become a full voting member of a joint organisation before they become operating from July 2018 and the Government will proclaim additional councils into joint organisations at the earliest opportunity.”

 

Further, the letter advises that it is the NSW Government’s intent that all regional councils become a full voting member of a JO, so that their communities can benefit from a strong regional approach to strategic planning, collaboration and advocacy.

Issues:

The issues previously identified with the proposal to join the Mid North Coast JO were summarised as follows:

 

§ The concept of JOs in regional NSW has been the subject of consideration since 2014;

§ Pilot JOs were supported by the NSW Office of Local Government during 2015 and 2016 with a view to refining how JOs would operate once formalised;

§ Most of the pilot JOs were previously regional organisations of councils prior to becoming pilot JOs;

§ The Board of MIDROC has agreed that MIDROC should pursue becoming a JO once the legislation was passed enabling this to occur;

§ The NSW Office of Local Government has provided advice as to the process to be followed to enable JOs to be operational by July 2018;

§ The decision to join a JO is voluntary; however, there is a formal proclamation process to enable a JO to come into existence and a similar formal process would be required if Council at some point in the future decided to withdraw from the JO;

§ Much of the terminology/language being used around the new JO framework suggests that the NSW Government is looking to refine its liaison with local government through the proposed JOs.  It is evident that the state government is looking for JOs to play a significant role in the establishment of regional priorities for investment and infrastructure;

§ Becoming a voluntary member of the proclaimed Mid North Coast JO provides an opportunity for Coffs Harbour City Council to continue to have a voice on matters relevant to the broader Mid North Coast region.

 

In addition to the above, the letter received from the Hon. John Barilaro and the Hon. Gabrielle Upton makes clear the Government’s position that, with the exception of the Far West Region, the NSW Government will not be proclaiming any additional joint organisations in regional NSW. Therefore, Council’s currently resolved position of a four council JO is unlikely to proceed.

 

On 2 June 2018, Council received advice from Nambucca Shire Council (Attachment 4) that following consideration of this matter at their Council meeting on 31 May 2018, it was resolved to seek the support of Clarence Valley Council and Coffs Harbour City Council in making representations to the Deputy Premier, the Minister for Local Government and our local State Members for the establishment of a JO comprising Clarence Valley Council, Coffs Harbour City Council and Nambucca Shire Council. Further that Bellingen Shire Council be accepted as a member of the proposed JO should they obtain approval to withdraw from the proclaimed Mid North Coast JO.

 

The letter outlines in detail the rationale and history of forming an alternative North Coast JO comprising the four councils. Pursuing the course of action suggested by Nambucca Sire Council is one option open to Council.

Options:

The following options are available to Council:

 

1.    Adopt the recommendation provided to Council.  The wording of this recommendation is set out in accordance with advice provided by the NSW Office of Local Government.

2.    Reject the recommendation and continue to pursue Council’s current resolved position on the membership of a JO, comprising Clarence Valley Council, Coffs Harbour City Council, Bellingen Shire Council and Nambucca Shire Council, through making of representations to the Deputy Premier, the Minister for Local Government and local State Members. In taking this course of action Council needs to be mindful of the State Government’s current position and may result in Coffs Harbour City Council not having a seat at the table or potentially a voice on broader issues impacting the Mid North Coast Region.

3.    Reject the recommendation and not progress to be a member of a JO. This in effect would leave Council applying a watching brief to the matter. In taking this course of action Council needs to be mindful of the State Government’s current position and may result in Coffs Harbour City Council not having a seat at the table or potentially a voice on broader issues impacting the Mid North Coast Region.

Sustainability Assessment:

•     Environment

There are no direct environmental impacts associated with Council’s consideration of this report.

•     Social

There are no direct social impacts associated with Council’s consideration of this report.  The vision of any JO that Council joins should identify the improvement of social wellbeing of the Mid North Coast community.

•     Civic Leadership

One of the main aims associated with the formation of a JO is specifically to provide an increased opportunity for strong civic leadership within the Mid North Coast region.  The mission for any JO identifies several core and non-core functions including “intergovernmental collaboration” and “regional leadership and advocacy”.

•     Economic – Broader Economic Implications

The vision of any JO that Council joins should identify the improvement of the economic wellbeing of the Mid North Coast community.

•     Economic - Delivery Program/Operational Plan Implications

At this stage it is somewhat difficult to identify the exact impact on Council’s Delivery Program or Operational Plan.  Currently Council provides a subscription to MIDROC to contribute toward the expenses associated with the operations of MIDROC.  In the past, the subscription has been in the order of $20,000, whilst at the present time the figure is more like $6,000.  The reason that the subscription has dropped in more recent times reflects the fact that the operations of MIDROC have been scaled back somewhat given the uncertainty over the last couple of years as to exactly what the status of ROCs versus JOs would be.

 

The State Government has allocated $3.3 million in seed funding to support the establishment of the proclaimed JOs, with $300,000 allocated to the Mid North Coast JO.

Risk Analysis:

In its broadest sense, any consideration of risk associated with various considerations of the Board of the proposed JO will be undertaken at the time of considering various matters at a regional level.

 

Perhaps the risk to be considered at this stage is more associated with being a part of a JO as opposed to not being a member of a JO.  Perhaps first and foremost, should Council not be a member of a JO, a risk may be attributed to not having a voice at the regional level on matters that may impact the Coffs Harbour community, particularly on matters of regional investment and infrastructure.  A further risk may exist should Council not pursue membership of a proposed JO and that is associated with the level of funding available to the JO from the State Government.

Consultation:

At the time that the ILGRP report was released and again when the NSW Government released its response to that report, significant sector wide consultation occurred on all aspects of the findings and recommendations.  Whilst there were some negative comments made about the proposed JOs at this time, it would be fair to suggest that overall the feedback from the local government sector on the proposal for JOs was positive.

Related Policy, Precedents and / or Statutory Requirements:

Local Government Act 1993

Local Government Amendment (Regional Joint Organisations) Bill 2017

Implementation Date / Priority:

The letter received from Hon. John Barilaro and the Hon. Gabrielle Upton advises that Council is strongly encouraged to consider joining one of the joint organisations that have been established in our planning region; that is the Mid North Coast JO. It further advises that it is still possible to become a full voting member of a joint organisation before they become operating from July 2018 and the Government will proclaim additional councils into joint organisations at the earliest opportunity.

Conclusion:

The concept of JOs has been promoted by the NSW Government since 2014 and the legislation to enable JOs has been passed in Parliament.  Eleven JOs, as previously advised by the State Government, including the Mid North Coast JO, have now been proclaimed and are expected to be operational by July 2018.

 

Council now needs to consider, that given the State Government’s advised position on JOs, whether it wishes to continue pursuing a four councils North Coast JO or to accept the State Government’s advice and now formally resolve to join the proclaimed Mid North Coast JO. Alternatively Council may choose to take no action at this time and apply a watching brief to this matter. Accepting the State Government’s advice and formally resolving to join the Mid North Coast JO is recommended.

 

 


PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


GM18/14      Cultural & Civic Space Concept Business Case

Author:                        Strategic Projects Officer

Authoriser:                  General Manager

MyCoffs:                      B.2 A community achieving its potential

Attachments:              ATT1  GM18/14  CCS Project Concept Business Case

ATT2  GM18/14  Architect block drawing Revised Concept 3 Reduced Schema

ATT3  GM18/14  Cost plan 183703-Cultural and Civic Centre-Concept 3 Revised Areas_R2

ATT4  GM18/14  Economic, cultural and social benefits of the Coffs Harbour Cultural & Civic Space

ATT5  GM18/14  Review of Community Engagement

ATT6  GM18/14  Review of Community Engagement - Appendices

ATT7  GM18/14  People Places - A Guide for Public Library Buildings in NSW

ATT8  GM18/14  Project Schedule 20180504

ATT9  GM18/14  Lifecycle cost plan 184205 - Cultural and Civic Centre

ATT10        GM18/14    Lifecycle cost plan Appendix A

ATT11        GM18/14    Coffs Harbour City Centre Car Parking Study 2017

ATT12        GM18/14    Cost plan 183703-Castle Street Carpark Extension

ATT13        GM18/14    Castle St car park 02397 2018 feasibility report  

 

Executive Summary

This Council Report is a covering report for the Concept Business Case that documents the Cultural and Civic Space project. The project satisfies Council Resolution 2017/84, relevant Council policies and plans and is responsive to the balance of input from community consultation and from within Council.  The project is affordable in terms of both capital and operating expenditure points of view.

 

 

Recommendation:

That Council:

1.       Progress the Cultural and Civic Space project to its next design phase, Schematic Design, as per the documented Base Option, including the following choices (options) per the Project Finances sections of the Concept Business Case;

1.1.    Museum to be included

1.2.    Car parking – single basement level (estimated 85 parking spaces) & forward funding of estimated 30 additional spaces

1.3.    Covered entrance on the Gordon St frontage

1.4.    Schematic Design consideration of reduced façade treatment and reduced rammed earth treatment.

 

Report

Description of Item:

Scope: The scope of the project includes a Regional Gallery, Central Library, Museum, community meeting rooms, co-working space, shop, café, function space, customer service area, Council Chambers, Council staff office accommodation and car parking.

 

The cultural and community aspects of the new facility will require some increases in level of service.  As the project unfolds there will also be opportunities for Council to consider other changes to level of service. Changes to level of service are factored into the on-going operational cost estimates in this business case.

 

Scope exclusions are:

·    A performing arts venue.  Planning and research for outdoor and indoor performing arts are being addressed separately.

·    Precinct plan works [i.e. project excludes reconfigured Gordon Street, Riding Lane works (including urban lounge), and upgrades to Coff and Vernon Streets]

·    Museum and gallery permanent collection storage. Offsite storage is planned.

·    Relocation and installation of the South Solitary Island Light House optic

·    All works beyond the Gordon St site boundary except the Gordon St covered entrance and aero bridge across Riding Lane to the Castle St carpark.

 

Cost estimate: Per the recommendation above, there are Council decisions required regarding a variety of scope choices to be included and excluded in the project. The recommended base option and set of choices bring the capital cost estimate to $76.52m which, when offset by estimated asset sales ($20m) and T2S contribution ($10.5m) derive a net cost estimate of $46.02m.

 

Timing: Commencement of construction early works July 2020, operational May 2022

 

Benefits: The project delivers substantial benefits.  An independent economic assessment identified a host of benefits including a variety of financial benefits over a 30 year period totalling $57m, 31 on-going jobs, an extra $2m per annum Gross Regional Product and a benefit cost ratio (BCR) of 1.04.

 

A range of cultural benefits will flow from the development including a vibrant cultural hub, improved lifelong learning, increased visitor numbers and a variety of cultural facilities and spaces that don’t exist today.  There will be increased exhibition space and programs to celebrate our Aboriginal and diverse cultural heritage.

 

Civic benefits include improvements to customer services, customer convenience, staff coherence and Council’s ability to attract and retain staff.  The sale of existing Council administration sites will facilitate site redevelopment to support strategic plans for Coffs Harbour and the new facility will send a strong message to the business community that this is a strong and developing regional City.

 

The project will also enable activation of the 2 Castle St site in line with the City Centre Master Plan.

 

Funding for and affordability of the project:  Financial modelling shows that the Council is in a strong financial position to undertake the project and that the project only has a short term impact on the financial performance ratio of the Council. Under Council’s current Long Term Financial Plan Council was due to have a positive operating performance ratio in the 2020/21 financial year. Should the project proceed as recommended Council will, as shown in the table below, achieve a positive operating performance ratio in 2022/23, two years beyond the current projection.

 

 

Funding for construction of the project is proposed to be sourced from three different sources. The first is through the utilisation of the T2S Reserve for a total of $10.5million. The second is through the sale of four assets being Rigby House, the Castle Street Administration Building, the Rose Avenue Commercial Offices and the Museum. Independent valuations place the combined value of these buildings at $20.54million. The third funding source is loan borrowings. To complete the $76.9million construction project the Council would need to borrow $45.86million. At this time, the modelling has not included the inclusion of any grant funding. Should the project receive any grant funding, then this grant funding would reduce the amount of the proposed borrowing. The Council is well within the Debt Service Ratio target as set by the Office of Local Government and the additional borrowing outlined within the report would still leave the Council within the target.

 

During the construction period of the building, the financial model does show an increase in cash flow requirements due increased operational costs around the rent required to be paid for current buildings after their sale and debt servicing. For this reason, in the 2020/21 and 2021/22 financial years the money usually allocated to the T2S reserve will be required to be utilised on other capital works within the community.  The allocation into the T2S reserve would recommence in the 2022/23 financial year.

 

$500,000 is allocated in the 2018/19 budget to progress this project next year.

 

Background:  The project is being progressed on the basis of Resolution 2017/84 made at the Coffs Harbour City Council meeting of 11 May 2017 as follows:

 

1.    Endorses the project to be named Cultural and Civic Space – For the Heart of the City.

2.    Adopts the scope of the Cultural and Civic Space project to include a new central library, regional gallery, customer service area, Council Chambers and Council staff office accommodation.

3.    Notes that the Regional Museum asset, and other Council assets, will be considered within the asset consolidation and business case planning exercise.

4.    Adopts the Library/Gallery Precinct Analysis (Attachment 2) and updates the City Centre Masterplan accordingly.

5.    Notes that $160,000 for project management and updates to both the Regional Gallery and Library Service Strategic Plans will be considered by Council for the final 2017-2021 Delivery Program and final 2017/18 Operational Plan.

6.    That Council commit to allocate $75,000 in next year’s budget to undertake studies, concept designs, and preliminary budgets associated with the cultural development at City Hill.

 

The project team and the Library Gallery Project Advisory Group (LGPAG) undertook an assessment of sites in the CBD of Coffs Harbour.  They identified the 23-31 Gordon St site and investigated a range of potential uses of the site in addition to the library and gallery.  Council endorsed 23-31 Gordon Street as the site for a new central library and the new regional gallery at its meeting on 23 June 2016, and resolved to also undertake a precinct analysis and to investigate mixed and civic use of the site in addition to the library and gallery in order to maximise urban renewal and activation outcomes consistent with the City Centre Master Plan.

 

The proposed development aligns with the objectives and desired outcomes of Council’s adopted City Centre Master Plan 2031, Creative Coffs – Cultural Strategic Plan 2017 – 2022 and the Coffs Harbour City Library Strategic Plan 2012 – 2016.

 

The 11 May 2017 Council meeting adopted the Library/Gallery Precinct Analysis presented and associated updates to the City Centre Master Plan.  Council accepted the recommendation to include a customer service area, Council Chambers and Council staff office accommodation with the library and gallery as well as an option for the museum.

 

In consultation with the community before and since May 2017, Council has progressed ideas and concepts to build a new regional gallery, library and museum.  All 3 of the existing facilities are far too small to provide an acceptable level of service to our community and visitors, despite the excellence of the staff who operate them.

 

Since the May 2017 resolution the project has progressed through the Concept Design phase involving the following key steps:

 

·     Development of a brief for 3 Architects and 2 Quantity Surveyors to, respectively, develop 3 architectural concepts and 2 cost estimates for each concept.

·     Procurement of the Architects and Quantity Surveyors.

·     Presentation of the architectural concepts within Council and to the public.

·     A series of public consultation events to gather feedback in addition to the web-based feedback and commentary reported in the press.

·     Project team assessment of the 3 concepts and the 6 cost estimates.

·     Refinement of Concept Design, based on Concept #3 and a refined cost estimate.  This refinement step addressed the outcomes of external and internal consultation as well as a realignment of the size (square meters) of the concept and costings with the briefed areas.

·     LGPAG engagement throughout the year and, most recently on 30 May 2018 when the group unanimously supported progression of the Base Option and recommended scope inclusions.

Issues:

This project is tackling key issues in the cultural and civic domains as well as enabling various aspects of Council’s strategy per the Policy section of this report.

 

Key cultural issues are:

 

·     The current library is too small to house an appropriate volume of library assets and to enable delivery of sufficient programs for the community

·     The current gallery is too small to include an appropriate permanent display for Coffs Harbour and to host many of the travelling exhibitions that are available.

·     The current museum is too far from other cultural facilities and from the CBD

·     Council is unable to meet a variety of service obligations and community demand for services such as meeting rooms, wet workshop space, digital workshop space

·     There is a shortfall in regional level community and cultural facilities and social infrastructure in the region.  This is having a range of social and economic consequences.  The socio-economic analysis highlighted a number of issues facing the catchment including educational disadvantage, youth disengagement, spatial unemployment issues and low community participation.  Without adequate investment in social and cultural infrastructure these issues are expected to deteriorate further.

 

Key civic issues are:

 

·     The current, purpose-built Council Chambers are limited in 2 ways – limited space for Council meeting stakeholders and limited availability to the community for purposes other than Council meetings

·     Separation of Council administration staff over multiple locations (2 Castle St, Rigby House and Rose Ave) leading to travel inefficiencies and difficulties aligning staff cultures

·     End of life for the main administration building at 2 Castle St.  Facilities are modelled on a 40 year operating life and Castle St reaches that point in 2025.

Options:

Three alternative options have been analysed and compared to Council Resolution 2017/84 (“Base” option).  Refer to Appendix A of the Concept Business Case for the executive summary of options covering the main business case aspects of cost, benefits and key risks.  The options and key findings are:

 

Base option – Council Resolution 2017/84

 

This option returns a net cost estimate of $46.02m after funding inputs from asset sales of $20m (Castle St, Rigby House, Rose Ave & Museum) and T2S contribution of $10.5m.  All benefits of the Concept Business Case are available and all risks apply.

 

Base option scope choices:  The following choices are available within the recommended base option.  Refer to the Project Finances section of the Concept Business Case for full details.

 

Car park choices are a single or double basement under Gordon St or a partial or full extension floor onto the existing Castle St car park.  Where these options fall short of the estimated demand for 155 car spaces, forward funding of the shortfall spaces is proposed.

 

Choices to reduce scope are the removal of the roof garden with bar and kitchen, exclusion of the Museum, reduced façade treatment and reduced rammed earth treatment.

 

Choices to increase scope are addition of a covered entrance to the Gordon St frontage and escalators between the ground and first floors.

 

The base option is recommended for progression of the project to its next phase, Schematic Design with scope choices of the single basement car park of 85 spaces, forward funding of a further 30 car spaces, inclusion of the Museum and the covered entrance to the Gordon St frontage.  This option maximises the benefits gained from the investment as well as enabling activation of the Castle St site.

 

Option 2 – Cultural Space, Civic spaces excluded

 

This option removes the 2 administration floors from the top of the Gordon St development and leaves Council administrative accommodation as it is today.  After funding inputs of $3m (Rose Ave & Museum) and T2S contribution of $10.5m this option returns a net cost estimate of $47.36m.  All administrative benefits are lost and all other benefits available.  There is a net reduction in risk due to lower cost of construction and reduced exposure to asset sale risk.  Council Chamber, Councillor rooms and the Customer Service counter could be moved to Gordon St.

 

The key issue with this option is that investment is administrative assets is deferred not avoided.

 

The Council Project Manager estimate of a $15m saving from the removal of 2 administration floors is a risk as this figure has not been validated by a new quantity survey (QS).  However, the estimate is derived from base option QS estimates that show that if the admin floors’ cost includes a pro rata of ‘concept specific works’ (22% of the total base option cost that addresses the fancy aspects of the design), external works and amenities, then $18m would be saved.  If the admin floors cost doesn’t get any pro rata of the above, then $13m would be saved.  The estimate is very likely to fall between these.

 

Option 2 is not recommended due to net cost estimates that are close to the base option, delivery of reduced outcomes and the fact that further investment in administration will be required in future.

 

Option 3 - Cultural Space & separate, renovated Civic building

 

This option removes the 2 administration floors from the top of the Gordon St development and consolidates Council administrative accommodation into a totally renovated Castle St.  After funding inputs of $13m (Rigby House, Rose Ave & Museum), T2S contribution of $10.5m and an allowance of $7.5m to renovate Castle St, this option returns a net cost estimate of $44.86m.  All documented benefits available.  There is a minor net reduction in risk due to slightly lower cost of construction and less exposure to asset sale risk.  Council Chamber, Councillor rooms and the Customer Service counter could be moved to Gordon St.

 

The Council Project Manager estimate of a $15m saving from the removal of 2 administration floors is a risk (see commentary in Option 2 above).  Likewise the Council Project Manager estimate of $7.5m to totally renovate Castle St has not been validated by construction design and a quantity survey.  This is estimated at half the estimated $15m to build the 2 admin floors.

 

Option 3 is not recommended due to net cost estimates that are close to the base option and the loss of Castle St site activation.

 

Option 4 – Do nothing

 

There are no costs for this option and all benefits of this business case are lost.  However there are new benefits gained from the availability of T2S funds for other projects, saving of loan repayments for the base option and continued rental income from Rigby House, including the ground floor once the library and gallery are re-located to Gordon St.  The base option risks do not apply however new risks emerge regarding Council reputation damage, future tourism and business loss to competing locations and morale of staff and volunteers.

 

Option 4 is not recommended due to the opportunity loss, benefit loss and associated risks.

 

The option analysis ruled out the following:

 

1.    Use of Rigby House as the ongoing civic and administration home for Council on the basis that this would be contrary to Council’s adopted City Centre Master Plan;

2.    Removal of car parking from the scope of the project entirely on the basis of sustained community requirement for car parking and Council’s requirement for new developments to cater for car parking; and

3.    Car parking at sites other than in the basement of the Gordon St site and in a rooftop extension to the existing Castle St car park on the basis of a requirement for parking that is secure and attached to the Gordon St site.

Sustainability Assessment:

•     Environment

The Cultural and Civic Space will comply with Council’s Sustainability Policy (POL079 adopted 14/09/2017) and all other environmental sustainability requirements as identified during the remainder of the design process and for the Development Approval.

•     Social

A range of community and cultural benefits will flow from the development including a vibrant cultural hub, improved literacy, educational and lifelong learning, improved social and wellbeing outcomes, increased exhibition spaces and programs, increased visitor numbers and a variety of cultural facilities and spaces that don’t exist today. 

•     Civic Leadership

Civic leadership is shown through the ongoing implementation of MyCoffs.  Council sees an opportunity to match the needs of our growing population, civic leadership and to add value to the city as an urban renewal opportunity and a cultural, community, business and visitor destination.

•     Economic – Broader Economic Implications

An independent economic assessment identified a host of benefits to the CBD including a variety of financial benefits over a 30 year period totalling $57m, 31 on-going jobs and an extra $2m per annum Gross Regional Product.

 

For details refer to the “Economic, cultural and social benefits of the Coffs Harbour Cultural & Civic Space” report.

•     Economic - Delivery Program/Operational Plan Implications

This project is a priority project in the Delivery Program.

 

The Concept Design phase of the project has resulted in the following net cost estimate, assuming Council accepts the recommendations made in this report.  This net cost estimate can be found in more detail within attachment 1, page 11:

 

 

$m

Building cost from QS

65.58

Car park single basement

9.11

Forward fund 30 car spaces

0.66

Gordon St covered entrance

1.17

Asset sales

-20.00

T2S contribution

-10.50

Net cost estimate

$46.02

 


 

Project cash flow over the next 5 years

 

 


 

Risk Analysis:

The following key risks have been assessed in the Concept Business Case.

 

Increased activity in the construction market over the last couple of years is projected to continue for a few years yet. This could threaten the project budget if builders increasing their margins and the project timelines if delays occur in obtaining construction resource.

 

The sale of council assets may not occur in an ideal timeframe and/or may not realise their recent, independent valuations.  The valuations for those sites assumed the sales included a 3+3 lease back option for Council and this drives the need for sales in 1H 2019 to marry up with staff occupation of the new facility in May 2022. 

 

There is a reputation risk that support for the project may diminish with the release of cost estimates.  There is also a design risk, which is common to all large development projects, that design and development work may drive up the sheer size of the facility and increase the cost.  This is mitigated through design contingency of 5% and project contingency of 10%.

Consultation:

In summary, the Concept Design phase of this project has benefited from the following formal input channels:

 

·     Library and Gallery Project Advisory Group (LGPAG) consisting of Councillors and selected members of the community

·     The local community through face-to-face engagement and online feedback

·     Council Executives and leaders through their participation in project governance (i.e the Project Board) and other engagements

·     Council staff in terms of both the cultural and civic aspects

·     Independent consultants to ensure a robust process for management of the project, estimates for its costs and benefits and of the Concept Design process.  This includes architects, quantity surveyors, project managers, economic benefit assessment and engineers.

Related Policy, Precedents and / or Statutory Requirements:

Enabling of strategic outcomes:

 

·     The City Centre Master Plan 2031 and its desired outcomes are enabled in part by this project through activation of the Gordon St site and freeing up of the 2 Castle St site for future activation.

·     The Creative Coffs – Cultural Strategic Plan 2017 – 2022

·     The Coffs Harbour City Library Strategic Plan 2012 – 2016

·     MyCoffs Community Strategic Plan

·     Economic Development Strategy 2017-2022

·     Coffs Coast Tourism Strategic Plan 2020

·     Coffs Harbour Events Strategy 2020


 

Implementation Date / Priority:

 

Key Project Milestones

Start date

End date

1

Complete Concept Design

Jun 2017

May 2018

2

Appoint consultants & execute Schematic Design

Jun 2018

Mar 2019

3

Design Development & DA approval

Feb 2019

Feb 2020

4

Tender documentation

Feb 2020

Aug 2020

5

Early works

Jul 2020

Oct 2020

6

Construction tender

Aug 2020

Nov 2020

7

Construction

Nov 2020

Apr 2022

8

Occupation

Apr 2022

May 2022

 

Conclusion:

In the year since the Resolution 2017/84 was made, the project has progressed through Concept Design and its associated consultation.  This report provides Council with the opportunity to approve progression of the project to the next design phase, Schematic Design, and to select the options to be addressed in Schematic Design including the museum and car park components.

 

 

 


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


PDF Creator


PDF Creator


PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator 


BS18/33       Loan Borrowing - EPIC Stadium Project

Author:                        Senior Finance Business Partner

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/33   CONFIDENTIAL          Financial Institutions EOIs - Indicative Loan Rates

Confidential in accordance with Section 10A(2)(d)(i) of the Local Government Act as it contains commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.

ATT2  BS18/33   CONFIDENTIAL          Laminar Capital Analysis of Changing Investment Policy  

ATT3  BS18/33   Draft Investment Policy  

 

Executive Summary

At the Council meeting 9 February 2017 Council resolved to submit a grant application under the Building Better Regions Fund Infrastructure program for the construction of the EPIC Stadium for the Future project. Council also resolved that if that application was successful that it would seek $4.72m in loan funds to fund a portion of the project.

 

As a result of the grant approval and the undertaking of the project, Council has sought Expressions of Interest (EOI) from three financial institutions in accordance with its Loan Policy. Indicative rates were received from Westpac Banking Corporation, National Australia Bank and New South Wales Treasury Corporation (TCorp).

 

As a condition of the offer, NSW TCorp requires Council to amend its Investment Policy to lower its exposure to unrated institutions to 10% and the BBB Category to 20% from the current Investment Policy of a combined BBB and unrated Category of 40% maximum holding.

 

Independent investment advisors, Laminar Capital, have advised that such a change to Council’s Investment Policy would have a detrimental impact on investment returns of an estimated $275,000 per annum. The saving in interest expense by accepting NSW TCorp’s proposal over the other financial institutions for the subject loan is estimated on indicative rates as approximately $36,000 per annum. This represents a net negative financial impact of an estimated $239,000 per annum.

 

From the analysis undertaken and advice received it is recommended that Council enter into a fixed interest rate loan agreement to borrow $4,720,000 over 20 years with the National Australia Bank.

 

 

Recommendation:

That Council:

1.   Enter into a fixed interest rate loan agreement to borrow $4,720,000 over 20 years with the National Australia Bank.

2.   Authorise the Mayor and General Manager to execute the loan agreement under the Common Seal of Council.

 

Report

Description of Item:

At the Council meeting 9 February 2017 Council resolved:

 

1.    That Council submit the following project for the Building Better Regions Fund Infrastructure Projects Round 1:

Building an EPIC Stadium for the Future project, at a total project cost of $13,440,000.

2.    If Council’s application was successful, the contribution formula would be $2M from T2S Reserve and $4.72M from loan funds

 

As a result of the grant approval and the undertaking of the project, Council has sought Expressions of Interest (EOI) from three financial institutions in accordance with its Loan Policy. Indicative rates were received from Westpac Banking Corporation, National Australia Bank and New South Wales Treasury Corporation (TCorp) (refer Confidential Attachment 1).

 

As a result of being classified as “fit” under the State Government’s Fit for the Future Program the Council is now able to borrow from NSW TCorp.

Issues:

As a condition of offer, NSW TCorp requires the Council to amend its Investment Policy to lower its exposure to unrated institutions to 10% and the BBB Category to 20% from the current Investment Policy of a combined BBB and unrated Category of 40% maximum holding. NSW TCorp also requested a change in counterparty limits to reduce the Council’s exposure to institutions within these categories.

 

Council’s contracted independent investment advisors, Laminar Capital, have advised that such changes to the Council’s Investment Policy would have a detrimental impact on investment returns of an estimated $275,000 per annum. The saving in interest expense by accepting NSW TCorp’s proposal over the other financial institutions for the subject loan is estimated on indicative rates as approximately $36,000 per annum. This represents a net negative financial impact of an estimated $239,000 per annum. The full analysis undertaken by Laminar Capital is contained within Confidential Attachment 2 for the information of Council.

 

Also attached to this report is a draft Investment Policy (Attachment 3) that reflects the changes as requested by NSW TCorp. Should the Council wish to borrow the funds from NSW TCorp, the draft Investment Policy would need to be adopted by Council.

 

Not accepting the offer from NSW TCorp does not limit the Council’s ability to borrow from them into the future. The Council may wish to make changes to its Investment Policy in the future should more substantial Loan Borrowings be required, to take advantage of the lower interest cost offered by NSW TCorp.

 

From the analysis undertaken by officers, the National Australia Bank’s offer is the next best loan offer after NSW TCorp. The rates offered were indicative at the time of receiving the Expression of Interest and will be updated to take into account market adjustments from the time of quotation until the time of drawdown.

Options:

The options available to Council in this matter are:

1.    Accept the offer to borrow $4,720,000 from the National Australia Bank.

2.    Reject the offer from the National Australia Bank and accept the offer from NSW TCorp’s. This option requires the Council to adopt a changed Investment Policy as outlined in this report, which would have a negative impact on the Council’s investment returns estimated to be approximately $275,000 per annum. This option would also see the Council being charged a lower rate of interest having a lower interest expense of approximately $36,000 per annum.

3.    Reject all loan offers and seek another source of funding. If the Council was to reject all loan offers it is unlikely alternative funding could be sourced prior to the end of financial year which would have a detrimental impact on the Council’s cash flow.

Sustainability Assessment:

•     Environment

The borrowing of funds is not expected to have any direct environmental implications.

•     Social

The borrowing of funds is not expected to have any direct social implications.

•     Civic Leadership

Council supports the financially sustainable outcomes for the Council and the Coffs Harbour community and seeks to minimise borrowing costs. This assists with funding requirements for services and other projects.

Economic – Broader Economic Implications

The borrowing of funds is not expected to have any direct broader economic implications.

•     Economic - Delivery Program/Operational Plan Implications

This project and the sources of funding are included in the 2017/18 Operational Plan and 2017-2021 Delivery Program.

Risk Analysis:

The loan offers are based on a fixed interest rate for the period of the loan and therefore the Council is minimising any interest rate exposure risk as part of this borrowing.

Consultation:

The Office of Local Government has been advised of the proposed borrowing.

Related Policy, Precedents and / or Statutory Requirements:

The procedures within the Loans Policy have been met.

Implementation Date / Priority:

It is proposed to drawdown the loan by 30 June 2018.

Conclusion:

In order to meet Council’s funding obligations under the grant agreement for this project, and maintain adequate cash flow in accordance with the Operational Plan, Council needs to borrow the funds as recommended in this report. Three Expressions of Interest have been received offering funds to fulfil Council’s loan requirements and it is recommended that Council accept the loan offer from the National Australia Bank.

 

 


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


BS18/34       Land Acquisitions - Upgrade of corner on Coramba Road, Karangi

Author:                        Team Leader Property Development

Authoriser:                  Director Business Services

MyCoffs:                      A.2 An active, safe and healthy community

Attachments:              ATT1  BS18/34   CONFIDENTIAL          Acquisition Plan for 643 Coramba Road, Karangi

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

ATT2  BS18/34   CONFIDENTIAL          Acquisition Plan for 601 Coramba Road, Karangi   

ATT3  BS18/34   Plan of proposed corner upgrade works on Coramba Road, Karangi  

 

Executive Summary

Council received Federal Blackspot funding in June 2017 via Roads and Maritime Services (RMS) to upgrade a dangerous corner on Coramba Road at Karangi that has recently experienced a high level of vehicular crashes resulting in six injuries, one of which was serious since 2012. Council has prepared a design for the works to upgrade the corner which will improve safety issues. The project requires the acquisition of a small section of land from two adjoining properties that are zoned rural.

 

The blackspot funding is provided on the basis it is expended within a specified time frame. The initial grant funding period has lapsed as a result of unsuccessful negotiations with the affected land owners however an extension has been provided to Council by the RMS on the basis construction works are completed in the 2018/19 financial year. Negotiations at this point in time have been unsuccessful with the land owners and if unresolved will jeopardise the project and the RMS blackspot funding.

 

The works need to be programed for early 2019 so that the blackspot funding is not lost. Council will need to secure access to the required land at the two properties known as 601 and 643 Coramba Road by this time. To ensure this occurs, Council will need to commence compulsory acquisition immediately as the process can take approximately six months to complete. By commencing this process, it should be noted that there are no impediments to Council continuing negotiations with the affected land owners with the intention to reach a mutually agreeable outcome.

 

 

Recommendation:

That Council:

1.    Proceed with the compulsory acquisition of the that part of 601 Coramba Road, Karangi (Part Lot 1 DP 244921) shown in pink highlight on the plan attached to this report being an area of approximately 698 square metres for the purpose of road widening in accordance with the requirements of the Land Acquisition (Just Terms Compensation) Act 1991.

 

2.    Proceed with the compulsory acquisition of the that part of 643 Coramba Road, Karangi (Part Lot 22 DP 703340) shown in pink highlight on the plan attached to this report being an area of approximately 575 square metres for the purpose of road widening in accordance with the requirements of the Land Acquisition (Just Terms Compensation) Act 1991.

 

3.    Make an application to the Minister and the Governor for approval to acquire the required parts of 601 and 643 Coramba Road, Karangi as detailed in this report by compulsory process under Section 177(1) of the Roads Act 1993.

 

4.    Execute under seal all required documents in connection with these matters.

 

Report

Description of Item:

Council received Federal Blackspot funding in June 2017 via RMS to upgrade a dangerous corner on Coramba Road at Karangi that has recently experienced a high level of vehicular crashes resulting in six injuries, one of which was serious since 2012. Council has prepared a design for curve easing works to occur at this corner which will improve safety and help to reduce future accidents. The project will involve the acquisition of a small amount of land from two adjoining properties that are zoned rural. Attachment 3 to this report shows the proposed design for the upgrade which has been completed by Council. Attachments 1 and 2 to this report show the land required for acquisition to facilitate road widening to allow for construction works to be completed as proposed. The two properties that are affected are known as 601 Coramba Road, Karangi (Lot 1 DP 244921) and 643 Coramba Road, Karangi (Lot 22 DP 703340).

 

The property at 601 Coramba Road is a rural property of some 5.211 hectares that has a residence constructed on site along with general fencing and shedding. The residence is situated some 110 metres distant from the proposed corner works and is accessed from a driveway off Coramba Road at a point approximately 180 metres to the south-east of the land needed for acquisition. The land required for road widening is 698 square metres and represents approximately 1.3% of the properties land area.

 

The property at 643 Coramba Road is a rural property of some 32.16 hectares that has two residences constructed on site along with general fencing and shedding. The first residence is constructed some 154 metres distant from the proposed corner upgrade works and is accessed from a driveway off Coramba Road about 92 metres to the north-west of the land required for acquisition. The second house on the property is situated about 600 metres to the north-west and is accessed separately off Mt Bishop Road. The total area of road widening is 575 square metres and represents approximately 0.18% of the properties land area.

 

Negotiations have now been ongoing with both owners for a period in excess of 12 months without agreement.

 

The blackspot funding is provided on the basis it is expended within a specified time frame. The initial grant funding period has lapsed as a result of unsuccessful negotiations with the affected land owners; however, an extension has been provided to Council on the basis construction works are completed in the 2018/19 financial year. Negotiations at this point in time have been unsuccessful with both the land owners at 601 and 643 Coramba Road and if unresolved, will jeopardise the project and the blackspot funding.

 

The works are programed for early 2019 and as such Council will need to secure access to the required land by this time. To ensure this occurs Council will need to commence compulsory acquisition of the required land immediately as the process can take approximately six months to complete. Although commencing this process it should be noted that there are no impediments to Council continuing negotiations with the affected land owners with the intention to reach agreement. Council officers will continue to make all efforts to settle both matters in a fair and equitable manner on mutually agreeable terms.

 

Council requires the Minister for Local Government to approve using the compulsory acquisition process and as such Council would need to proceed with an application to the Minister for consideration.

 

Should the compulsory acquisition process run its course, compensation to the owners is assessed independently by the Valuer General and is subject to a right of appeal by both sides. The assessment by the Valuer General is made in line with the provisions of the Land Acquisition (Just Terms Compensation) Act, 1991. This Act ensures that the amount of compensation will not be less than market value unaffected by the proposal.

 

Once the required land has been transferred to Council via gazettal at the completion of the compulsory process the land will be then dedicated as Public Road.

Issues:

The main issue to be considered by Council is the ability to upgrade what is a problematic corner on Coramba road using funds under the Blackspot Program administered by RMS. If the funding requirements cannot be complied with, Council will have to either abandon the project or fund it from general revenue.

Options:

Council can either:

 

1.    Proceed with compulsory acquisition process as recommended.

2.    Not proceed with compulsory acquisition process and continue with negotiations in an attempt to obtain agreement with the land owners.

3.    Abandon the project.

 

Options 2 and 3 are not considered acceptable as it is likely the safety concerns associated with this section of Coramba Road will remain unresolved. Completing this project is in the public interest as road safety is considered a major priority of any road network and is a core service of Council.

Sustainability Assessment:

•     Environment

There are no environmental impacts in acquiring the land. Approvals in regard to environmental issues associated with the construction works will be addressed via the normal environmental assessment process undertaken for such road works.

•     Social

There are no major social consequences as a result of the acquisitions.

•     Civic Leadership

Upgrading and maintenance of Council roads is a core service of Council and as such improving road safety is a major focus of Council.

•     Economic – Broader Economic Implications

There are limited broader economic implications as a result of the acquisitions.

•     Economic - Delivery Program/Operational Plan Implications

The blackspot funding allocated to Council for this project is in the order of $745,144. Council are required to spend the funds prior to the completion of the 2018/19 financial year and should this not occur the funding allocation will be returned.

 

Council will need to allocate from the funding allocation an amount to account for legal costs associated with completing the acquisition process and payment of any required professional fees such as the Valuer General’s fees.

 

Council will need to account for the usual costs associated with an acquisition such as legal, survey and registration expenses.

Risk Analysis:

There are few risks associated with the Compulsory process. The final determination by the Valuer General is an independent assessment of compensation. Both parties have the right to appeal the assessment by the Valuer General by commencement of proceedings in the Land and Environment Court.

Consultation:

Discussions have been ongoing with relevant staff. Councillors and the Executive Leadership Team were also provided with a briefing note in regard to this matter on 1 May 2018.

Related Policy, Precedents and / or Statutory Requirements:

Council has in the past acquired property, or property rights upon which it has constructed public infrastructure. Legally, Council cannot undertake the proposed road widening on private property and the land upon which the works will be completed needs to be dedicated as public road.

 

Section 177 of the Roads Act 1993 provides Council the statutory powers to acquire land for road widening purposes using the compulsory process in accordance with the Land Acquisition (Just Terms Compensation) Act 1991, but can only do so with the approval of the Minister.

Implementation Date / Priority:

The matter will be acted upon immediately upon Council resolving to proceed as recommended.

Conclusion:

Council has in good faith attempted to negotiate an agreeable outcome for the acquisition of the lands for road widening that affect the two properties on Coramba Road. The process has now been ongoing for some 12 months without resolution. The upgrade of this corner on Coramba Road will improve safety issues and rectify an identified accident blackspot that has been a problem for a number of years. Funding for the project is provided by the federal Government and this will be withdrawn if the project is not completed within the 2018/19 financial year. To ensure the project progresses Council needs to ensure the land required from the affected properties is secured. Given the time frame involved and the current position of the land owners the only acceptable option available to Council is to proceed with compulsory acquisition.

 


PDF Creator


BS18/35       Advocate Park - Owner's Consent for Subdivision Development Application for 21 Domain Drive, Coffs Harbour, Lot 1 DP 524038

Author:                        Group Leader Financial Services and Logistics

Authoriser:                  Director Business Services

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:              ATT1  BS18/35   CONFIDENTIAL          Proposed Subdivision Plan Showing Impact on Advocate Park

Confidential in accordance with Section 10A(2)(d)(i) of the Local Government Act as it contains commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.  

 

Executive Summary

Council has been approached by consultants acting for a developer of a large residential site to the south of Stadium Drive known as 21 Domain Drive, Coffs Harbour (Lot 1 DP 524038). The property is situated within the South Coffs special area control pursuant to Coffs Harbour Development Control Plan (DCP) 2015.

 

The proposal to establish an access to 21 Domain Drive, Coffs Harbour (Lot 1 DP 524038) through Advocate Park onto Stadium Drive does not currently comply with the Council’s DCP. By allowing owner’s consent for the development application to be lodged, it will allow the proposal to be assessed on its merits. The granting of owner’s consent does not imply support for the proposal but allows for the application to proceed and be assessed according to current planning instruments.

 

 

Recommendation:

That Council grant owner’s consent for the subdivision development application for 21 Domain Drive, Coffs Harbour, Lot 1 DP 524038 impacting on the Council owned property, Advocate Park, Lot 110 DP 790562.

 

Report

Description of Item:

Council has been approached by consultants acting for a developer of a large residential site to the south of Stadium Drive known as 21 Domain Drive, Coffs Harbour (Lot 1 DP 524038). The property is situated within the South Coffs special area control pursuant to Coffs Harbour DCP 2015.

 

Lot 1 DP 524038 is currently landlocked from Stadium Drive. The owner of Lot 1 DP 524038 has been unsuccessful in negotiating access through adjoining land to Stadium Drive, to accord with the South Coffs Masterplan within Coffs Harbour DCP 2015.

 

The developer of Lot 1 DP 524038 is proposing to complete a 57 lot residential estate situated directly to the west of Advocate Park and is proposing a new public road access that is not consistent with the current DCP. The proposed access will impact on Council owned land known as Advocate Park which is classified under the Local Government Act 1993 as Operational Land. The proposal will also impact on the existing Stadium Drive intersection that services both Advocate Park and the nearby Hogbin Drive Crematorium & Memorial Gardens. In essence the developer is proposing to:

 

·     Upgrade and construct a more formalised parking arrangement at Advocate Park

·     Add car parking spaces to the current car park at Advocate Park

·     Realign Oval Road near the intersection with Stadium Drive; and

·     Provide line-marking treatment of the Oval Road - Stadium Drive intersection.

 

A copy of the proposed design is provided in Confidential Attachment 1.

 

Council officers and the Technical Liaison Committee have been consulted on this matter and have indicated that there may be merit in the revised access proposal and that it may improve traffic safety and traffic distribution, and provide a better road network and strategic planning outcomes for the planning area.  On this basis, the developer is wishing to lodge a DA for the subdivision and the access over Councils land so that the proposal can be assessed on its merit taking into consideration the current Development Control Plan for the precinct.

 

Should owner’s consent be granted by Council for the submission of the development application and development consent is provided, the proponent would need to request Council to provide for proprietary rights to access the land at Advocate Park. A separate report would need to be considered formally by Council for the sale of this land and its dedication as public road on suitable terms.

Issues:

The proposal to establish an access to 21 Domain Drive, Coffs Harbour (Lot 1 DP 524038) through Advocate Park onto Stadium Drive does not currently comply with the Council’s DCP. By allowing owner’s consent for the development application to be lodged, it will allow the proposal to be assessed on its merits. The granting of owner’s consent does not imply support for the proposal but allows for the application to proceed and be assessed according to current planning instruments.

 

The proponent has had discussions with both the Rugby League Club and the Hogbin Drive Crematorium & Memorial Gardens and both have provided in principle support for the proponent’s proposal.

Options:

The options available to Council in this matter are:

 

1.    Grant owner’s consent which will allow the application to be lodged and assessed on its merits; or

2.    Not grant owner’s consent and therefore the proponent would either need to further negotiations with adjoining land owners to gain access in accordance with the current DCP or delay the development of the land until such time as adjoining lots are developed.

Sustainability Assessment:

•     Environment

Environmental factors will be considered in the assessment of any future Development Application which may be submitted.

•     Social

Community and Stakeholder communication would be undertaken as part of any Development Application process in addition to any stakeholder engagement which may have already been undertaken by the developer.

•     Civic Leadership

The granting of owner’s consent will facilitate the merit based consideration of the proposed development against the current Strategic Land Use Planning documents. The granting of owner’s consent in no way provides in tacit agreement to the proposed application.

•     Economic – Broader Economic Implications

The South Coffs development area has been identified by Council as an area of future residential development. The development of this area is likely to bring broader economic benefits to the community over time.

•     Economic - Delivery Program/Operational Plan Implications

There is no impact on the Delivery Program or Operational Plan from the items considered in this report.

Risk Analysis:

There is a risk that if Council was to give owner’s consent to the development application, that it could be perceived that it in principle supports the development application. This risk can be mitigated by ensuring that it is communicated to the developer and the community that providing owner’s consent for the development application to be lodged in no way provides tacit agreement to the contents or proposal of the development application.

Consultation:

Consultation on this matter has occurred with relevant Council officers and the Technical Liaison Committee.

Related Policy, Precedents and / or Statutory Requirements:

·     Coffs Harbour DCP 2015

·     Coffs Harbour Local Environment Plan 2013

Implementation Date / Priority:

Should Council resolve to grant owner’s consent, it will be processed immediately.

Conclusion:

The owner of 21 Domain Drive, Coffs Harbour (Lot 1 DP 524038), proposes to complete a 57 lot residential estate situated directly to the west of Advocate Park and is proposing a new public road access that is not consistent with the current DCP. To submit the development application for this subdivision with access through Council owned land requires Council to grant owner’s consent. It is recommended that the Council grant owner’s consent for the development application so that it may be assessed against current planning instruments on its merits.

  


SC18/21       Trading Places - Footpath Activation

Author:                        Group Leader City Prosperity

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  SC18/21   Review of Trading Places Footpath Activation Coffs City Centre Trial  

 

Executive Summary

The ‘Trading Places – Footpath Activation’ objectives are:

-     to facilitate a vibrant, attractive and safe environment on footpaths across the Coffs Harbour local government area

-     to simplify existing processes and enhance customer service

-     to achieve strategic goals for place activation and revitalisation.

 

This report recommends the roll out across the entire local government area from 1 July 2018, following the success of the six month Coffs City Centre Trial.

 

 

Recommendation:

That Council:

1.   Acknowledge the report on the Trading Places: Review of Footpath Activation Trial in Coffs City Centre (Attachment 1)

2.   Endorse the new LGA wide Footpath Activation Model from 1 July 2018.

 

 

Report

Description of Item:

At its meeting of 28 September 2017 (2017/224), it was resolved:

 

That Council:

1.    Acknowledge the Trading Places – Coffs City Centre Footpath Activation Trial

2.    Delegate authority to the General Manager to waive fees for a six month period commencing 1 October 2017 of the Trading Places – Coffs City Centre Footpath Activation Trial, within the Coffs Harbour City Centre Masterplan footprint.

 

The ‘Trading Places – Footpath Activation’ objectives are:

·    to facilitate a vibrant, attractive and safe environment on footpaths across the Coffs Harbour local government area

·    to simplify existing processes and enhance customer service

·    to achieve strategic goals for place activation and revitalisation

 

The new ‘business as usual model’ for footpath use involves: 

·    Supporting a change in culture where we are less about “controlling” spaces and more working with traders to make areas come alive

·    The waiving of fees

·    Streamlining and simplifying registration processes

·    Traders becoming more responsible for their footpath spaces

·    Traders continue to be responsible for their insurance

·    Council providing support with guidelines and practical help on the ground around how to “activate” spaces

 

The Coffs City Centre trial has now concluded and was deemed a success.  A report summarising the results is attached (attachment 1).

 

This report seeks Council’s endorsement to roll out this model across the entire local government area (LGA) from 1 July 2018.

Issues:

There were no reported issues, injuries or accidents during the trial period.

 

There were a number of learnings throughout the trial period that will be used to further improve the process for the LGA wide roll out.  These will include:

 

-     A different approach to ensure businesses understand their responsibility to register before using the footpaths – registration will also be required to trigger any refunds due.

-     A simplified definition of the trading places-footpath activation project to focus on existing businesses utilising their footpaths.

-     A simplified approach to non – business owners and their activations:

Booking of spaces and places including ‘communal’ areas by non-business owners will be  addressed as part of the current online bookings project

Consistency with process for Buskers and Performers

Options:

1.       Adopt the recommendation and roll out the Trading Places Footpath Activation model across the LGA from 1 July 2018.

2.       Amend or reject the recommendation

Sustainability Assessment:

•     Environment

There are no specific environmental issues associated with the footpath activation model.

•     Social

The trading places project aims to facilitate a vibrant, attract and safe environment on footpaths for our community and visitors.

 

•     Civic Leadership

The activation of footpaths helps Council achieve its goals of place activation and revitalisation, working towards the MyCoffs goal of A Thriving and Sustainable Local Economy.

•     Economic – Broader Economic Implications

Any activity that allows businesses to maximise their opportunity to engage with potential customers broadly benefits the local economy.

•     Economic - Delivery Program/Operational Plan Implications

Waiving the associated fees and charges is expected to result in lost revenue of approximately $125,000 annually, across the entire LGA, inclusive of city centre. This comprises a broad breakdown of 85% being outdoor dining/merchandising revenue and A-frame signage representing approximately 10% of revenue.

 

Any fees already paid in advance will be refunded once the business has registered for the program.

Risk Analysis:

There was considerable analysis around the change in Council’s role from ‘regulator’ to ‘enabler’ before the six month trial was undertaken.  There were no issues, injuries or accidents reported during the trial, indicating that businesses are taking responsibility for ensuring the success of their activations.

Consultation:

Ongoing consultation was undertaken with traders and retailers during the CBD trial.  An information session for retailers will be undertaken in the large retail precincts (Woolgoolga, Sawtell, Jetty area), with comprehensive information available for all traders on Council’s website and Engagement HQ platforms.

Related Policy, Precedents and / or Statutory Requirements:

This report builds on the success of the six month Coffs City Centre Masterplan footprint trial.

Implementation Date / Priority:

The LGA wide roll out will commence on 1 July 2018.

Conclusion:

The ‘Trading Places – Footpath Activation’ objectives are:

·    to facilitate a vibrant, attractive and safe environment on footpaths across the Coffs Harbour local government area

·    to simplify existing processes and enhance customer service

·    to achieve strategic goals for place activation and revitalisation

 

Building on the success of the six month Coffs City Centre Masterplan footprint trial, Council now has the opportunity to roll out this program across the local government area.

 


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator

 


SI18/14         Traffic Committee Meetings Nos. 1/2018, 2/2018, 3/2018

Author:                        Senior Engineering Officer - Traffic

Authoriser:                  Director Sustainable Infrastructure

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

Attachments:              ATT1  SI18/14     Minutes Traffic Committee 1-2018, 2-2018 & 3-2018

ATT2  SI18/14     Traffic Instruments  

 

Executive Summary

The Local Traffic Committee (LTC) Meeting minutes are presented to Council for information. There were three meetings with a total of twenty three (23) items considered, ten (10) items were event applications, eleven items (11) were regulatory in nature and two (2) items were deferred for further consideration.

All recommendations were of a minor nature and were therefore approved under delegated authority by the Director of Sustainable Infrastructure. The report lists the minutes for Council to note.

 

Recommendation:

That Council note the minutes of the Local Traffic Committee meetings of January 2018, February 2018 and May 2018 which detail that twenty one (21) items have been authorised in accordance with delegations.

 

Report

Description of Item:

The Local Traffic Committee (LTC) Meeting minutes are presented to Council for information and noting. There were three meetings held during the period with a total of twenty three (23) items considered, ten (10) items were event applications, eleven items (11) were regulatory in nature and two (2) items were deferred for further consideration. The recommendations were of a minor nature and were therefore approved under delegated authority by the Director of Sustainable Infrastructure. The report lists the Minutes of the LTC meetings for Council to note.

Issues:

Council should note carefully the recommendations of the LTC as they relate to the authorisation of traffic control facilities and prescribed traffic control devices with the aim to improve road safety and traffic management on local roads.

Options:

Council’s delegation under the Roads Act 1993 requires Council to seek the advice of the NSW Police and the Roads and Maritime Services (RMS) before exercising their delegated functions. Such advice is formally sought and documented via the Local Traffic Committee process.

 

In cases where the Local Traffic Committee advice is unanimous, and Council intends to follow that advice, Council may authorise the implementation of the facility or device without further notifying the RMS or the NSW Police.

 

If the Council wishes to act contrary to unanimous LTC advice, then Council must notify in writing, both the NSW Police and the RMS representatives on the LTC.  Council must then refrain from taking any action for 14 days so that the NSW Police or the RMS is given an opportunity to appeal to the Chairperson, Regional Traffic Committee should they wish.

 

In the case of an appeal, the decision of the Chairperson, Regional Traffic Committee is binding and final for matters under the Road Transport (Safety and Traffic Management) Act 1999.

 

Council does not need to notify the NSW Police or the RMS if they decide not to proceed with any proposal for any reason.

Sustainability Assessment:

•     Environment

Not applicable.

•     Social

The recommendations in the report serve to improve road safety and traffic flow in the Local Government Area.

•     Civic Leadership

Council is responsible for the safe and efficient operation of the local traffic facilities, recommended by the LTC.

 

Safe and efficient traffic facilities are in line with several objectives of the MyCoffs Community Strategic Plan including:

 

-     A.2 An Active, Safe and Healthy Community

-     C.1 Liveable neighbourhoods with a defined identity

-     D.2 We have effective use of public resources

•     Economic – Broader Economic Implications

Not applicable.

•     Economic - Delivery Program/Operational Plan Implications

Council has an existing budget for minor works associated with traffic improvements.

Risk Analysis:

The risk assessment has identified the following risks associated with the Local Traffic Committee recommendations:

·     That Council fulfil its delegations as a road manager

·     That Council fail to implement risk mitigation measures identified in the Local Traffic Committee meeting

To mitigate these risks it is recommended that Council:

·     Consider carefully the recommendations from the Local Traffic Committee following investigation and approval of the Roads and Maritime Services and the Police

That Council implement the recommendations to mitigate the road safety risks.

Consultation:

The Local Traffic Committee members’ attendance is listed on the minutes.  Most of the matters raised were requests from the community.  Relevant stakeholders were consulted and a report was submitted to the Local Traffic Committee meeting.

Related Policy, Precedents and / or Statutory Requirements:

Traffic control facilities and prescribed traffic control devices may be authorised for use on a road or road related area, whether a public road or on private land, only by the RMS or Council.

 

Traffic may be regulated for various purposes by means of notices or barriers erected by a road authority.

 

Section 50 of the Transport Administration Act 1988 permits RMS to delegate its functions to other public agencies such as Councils.

 

Section 53A Part 6 permits RMS to give directions to Councils in relation to RMS functions.

 

The Road Transport (Safety and Traffic Management) Act 1999, incorporating the Road Rules 2008 provides for a system of traffic laws relating to all vehicles and pedestrians.

Implementation Date / Priority:

Road related modifications will be listed in the works program for installation within two months of the Council meeting.

Conclusion:

Council to note Minutes of the electronic Traffic Committee Meetings 1/2018, 2/2018 and 3/2018 and to note that LTC Items T.1, T.2, T.3, T.4, T.5, T.6, T.7, T.8, T.9, T.10a, T.10b,, T.11, T.12, T.13, T.14, T.15, T.16, T.17, T.18, T.19, T.20, T.21, T.22, and T.23 have been approved by the Director of Sustainable Infrastructure.

 


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


 

PDF Creator


PDF Creator


PDF Creator


PDF Creator


PDF Creator 


NOM18/08   TRUST NOTICE OF MOTION - Boat Ramp Signage

Attachments:          Nil

 

Motion:

Councillor Amos has given notice of his intention to move the following:

"Council, as a matter of urgency, liaise with Marine Rescue to establish new boat ramp signage that is rationalised and illuminated. The central message of that signage to reflect the following sentiments.....

 

“Skippers MUST report to Marine Rescue before launching from and returning to the ramp on low tides. You’re the Skipper it’s your responsibility.“

 

Council to explore the potential to illuminate the entry to the boat ramp and install CCTV cameras as soon as practical."

 

Rationale:

“There is immediate need to warn boaters unfamiliar with the Coffs Harbour boat ramp of the potential dangers when the series of launch limiting factors of low tide, large swell and Northern swell occur concurrently.

 

Regular Coffs Harbour boat ramp users may also need guidance but are more likely to be aware of the dangers. Community groups are making political representations via a petition, and are working towards a solution that allows boat launching in any conditions.

 

This initiative is needed in parallel with the greater aspirations of the community advocacy groups as it immediately educates and informs the ramp user to clearly indicate that there are times when the tides and swell stop access to launching.”

Staff Comment:

A report can be provided exploring possible options.

 


NOM18/09   TRUST NOTICE OF MOTION - Botanic Gardens - Connecting Bridge to Showground

Attachments:          Nil

 

Motion:

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

"That CHCC investigate the possibility of a bridge connecting the showground to the Botanic Gardens."

 

Rationale:

“While I attended the Japanese Children’s Festival recently cars were parked in driveways of residence, nature strips and some distance away I saw multiple instances of aggression and frustration.  If we intend having concerts and large events in the gardens having an alternate place to park in the showground which remains empty most of the year round it would serve the community greatly to have easier access to the gardens also available parking.”

Staff Comment:

A report can be provided exploring possible options.