Coffs Harbour City Council

20 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, 28 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

GM18/15         2017-2021 Delivery Program (Year 2), 2018/19 Operational Plan, Delivery Program Budgets 2018-2021, and 2018/19 Fees and Charges ...................................................................................................................................... 3

GM18/16         Council Committees - Appointment of Members................................. 369

GM18/17         Council Policy and Procedure.................................................................. 372

Directorate Reports - Business Services

BS18/36          Monthly Financial Performance Report for the month ended 31 May 2018.......................................................................................................................... 426

BS18/37          Capital Expenditure Status Report as at 31 May 2018..................... 447

BS18/38          Bank and Investment Balances for May 2018....................................... 452

BS18/39          Making of Rates and Charges 2018/19...................................................... 474

BS18/40          Granting of Voluntary Pension Rebates for 2018/19....................... 485

BS18/41          Environmental Levy Major Strategic Projects 2018-2021............. 488

BS18/42          Coffs Harbour Regional Airport Governance and Management Options.................................................................................................................. 519

Directorate Reports - Sustainable Communities

SC18/22          2018/19 Community Capital Infrastructure Grants Program...... 575

SC18/23          Coffs Creek and Park Beach Flood Study and Park Beach Flood Risk Management Plan - Final................................................................................ 590

Notices of Motion Sustainable Infrastructure

NOM18/10      Hastings Street Woolgoolga - Planned Improvements................ 870

NOM18/11      Jetty Foreshores - Shade Tree Planting Program.......................... 871

Directorate Reports - Sustainable Infrastructure

SI18/15           Diamond Head Drive Project Update....................................................... 872

Trust Reports

T18/10             TRUST REPORT - Update on the transition to the Crown Land Management Act 2016...................................................................................... 877

T18/11             TRUST REPORT - Short Term Tenure of Former Deep Sea Fishing Club.................................................................................................................................. 882   


GM18/15      2017-2021 Delivery Program (Year 2), 2018/19 Operational Plan, Delivery Program Budgets 2018-2021, and 2018/19 Fees and Charges

Author:                         Senior Corporate Planner

Authoriser:                  Director Sustainable Communities

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

Attachments:              ATT1  GM18/15  2017-2021 Delivery Program (Year 2)

ATT2  GM18/15  2018-19 Operational Plan

ATT3  GM18/15  2018-2021 Delivery Program Budgets

ATT4  GM18/15  2018-19 Fees and Charges

ATT5  GM18/15  Community Submissions to Public Exhibition  

 

Executive Summary

Council adopted the Draft 2017-2021 Delivery Program (Year 2), Draft 2018/19 Operational Plan, Draft Delivery Program Budgets 2018-2021 and Draft 2018/19 Fees and Charges on 26 April 2018.  The draft documents were subsequently placed on public exhibition for 28 days. The exhibition was publicised and the community was invited to provide feedback. A total of 4 submissions were received and considered in Council’s review of the draft documents.

The revised Delivery Program, Operational Plan, Budgets, Fees and Charges are now presented for consideration. If adopted, these documents will be implemented from 1 July 2018.

The 2018/19 General Fund Budget delivers a surplus, excluding capital revenue, of $3.86M. The 2018/19 Water Fund Budget delivers a surplus, excluding capital revenue, of $0.26M. The 2018/19 Sewer Fund Budget delivers a deficit, excluding capital revenue, of $4.19M.

No change has occurred in the 2018/19 financial estimates for any of the Funds between the exhibited draft Budget and the final Budget.

 

Recommendation:

That Council:

1.       Adopt the attached revised documents as the 2017-2021 Delivery Program (Year 2), 2018/19 Operational Plan, Delivery Program Budgets 2018-2021, and 2018/19 Fees and Charges.

2.       Note that the 2018/19 General Fund Budget will deliver a projected surplus of $3.86M excluding capital revenue.

 

Report

Description of Item:

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

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

Issues:

·     Delivery Program and Operational Plan

Each year, Council reviews its operations to ensure the organisation is positioned to help implement the Coffs Harbour LGA MyCoffs Community Strategic Plan (CSP). The activities that Council has nominated to undertake in its 2017-2021 Delivery Program (Year 2) and 2018/19 Operational Plan are intended to help fulfil the objectives of the MyCoffs CSP.

The Delivery Program is a four-year blueprint for Council; all of the organisation’s plans, projects, actions and funding allocations are directly linked to the Delivery Program. The Operational Plan is a subsidiary of the Delivery Program, identifying the business of Council - through the provision of services and facilities - during the 2018/19 financial year.

The Delivery Program and Operational Plan are set out according to Council’s organisational structure. A framework of projects, ongoing activities and metrics provides the foundation for Council’s Six-monthly Reports and Annual Report.

·     Community Consultation and Submissions:

The Draft Delivery Program, Draft Operational Plan, Draft Budgets and Draft Fees and Charges were placed on public exhibition for a 28-day period from Monday, 30 April until close of business on Monday, 28 May 2018.

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

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

During the public exhibition period, Council received 4 submissions. Each submission was acknowledged and referred to relevant staff for comment to assist in the consideration of the points raised.

The following table outlines the number of submissions and the issues that were raised:

Issue

Number of submissions

Various requests for improvement works in Woolgoolga:

·    Connectivity of Woolgoolga Town,

·    Parking Plan and Implementation,

·    Northern Beaches Sense of Arrival,

·    Management of Woolgoolga Lake,

·    Stormwater and Flooding Study and implementation.

1

Funding allocation for dust seal program.

1

Fees and Charges enquiry regarding Planning Proposal fees.

1

Request for increased investment in Indoor Sports (Basketball) facilities

1

Total

4

 

Full details of the submissions received, including Council’s response, are at attachment 5.

Council acknowledges the input from those in the community who have made submissions, and the issues raised have been carefully evaluated. It is considered, however, that no amendments are required to the draft documents as a consequence of issues identified in the submissions.

Since the adoption of the draft documents for public exhibition, an internal review has resulted in amendments to a small number of actions detailed in the Delivery Program (DP) and the Operational Plan (OP). These relate to re-assessed operational priorities or document formatting errors and are shown in the following table:

Document

Group

Change

Comment

OP p21

Sustainable Places

P0911: Prepare a Brelsford Park Detailed Concept Plan - move from Sustainable Places to Strategic Asset Management

This project will now be delivered by the Strategic Asset Management Group.

OP p22

Sustainable Places

P0915: Prepare an Aboriginal Cultural Heritage management Plan - amend end date from 30/06/2019 to 30/12/2019

Given the scope of the project, the need to incorporate recent mapping, and additional consultation with stakeholders required, the project end date has been extended.

OP p42

Financial Services

Trade Waste Annual Charges updated to match exhibited Draft Fees and Charges.

Inadvertent omission in statement of revenue component of Draft Operational Plan. Has been updated to align with the Fees and Charges.

OP p8

and DP p7

City Prosperity

NEW - P1187: Coffs Coast Regional Sports Hub – Stage 2 (Note: the delivery of this project is dependent on a successful grant application to the NSW Governments Regional Sports Infrastructure Fund, or other grants.)

Additional deliverable added. Grant application was not endorsed by Council until after the adoption of the Draft DP for public exhibition.

 

·     Budget Impact on Residential Ratepayers

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

The impacts on the total rates and charges payable for ‘average’ property-owners are shown on page 37 onwards of the 2018/19 Operational Plan.

·     2018-2021 Financial Estimates

The financial estimates for the four year span of the Delivery Program are prepared in considerable detail, i.e. the same detail as the 2018/19 Budget.

The 2018/19 budget result forecasts an estimated underlying deficit, that is; before capital revenue, of $64,000.  This is comprised of estimated results of $3.86 million surplus for the General Fund, $261,000 surplus for the Water Fund and $4.185 million deficit for the Sewerage Fund.  A review of the financial estimates for each fund for the remaining three years of the Delivery Program is as follows:

­        General Fund

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

Year

Financial Estimate

 

Financial Estimate before Capital Revenue

 

2018/19

14,042,000

Surplus

3,860,000

Surplus

2019/20

15,665,000

Surplus

5,200,000

Surplus

2020/21

16,247,000

Surplus

5,485,000

Surplus

 

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

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

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

The 2018/19 General Fund Budget delivers a surplus, excluding capital revenue, of $3.86 million.

­        Water and Sewerage Funds

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

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

Details of the accrual results for both the Water and Sewerage Funds are set out below:

­        Water Fund

Year

Financial Estimate

 

 

Financial Estimate before Capital Revenue

 

2018/19

4,177,000

Surplus

261,000

Surplus

2019/20

4,444,000

Surplus

1,078,000

Surplus

2020/21

4,467,000

Surplus

1,852,000

Surplus

 

­        Sewerage Fund

Year

Financial Estimate

 

 

Financial Estimate before Capital Revenue

 

2018/19

(232,000)

Deficit

(4,185,000)

Deficit

2019/20

(1,332,000)

Deficit

(2,564,000)

Deficit

2020/21

(392,000)

Deficit

(1,242,000)

Deficit

 

The improving financial results are achieved primarily due to reducing loan repayments but also due to growth in assessments and increased developer contributions.

­        Delivery Program Budgets 2018-2021

The Maintenance of Land Use Controls for E-Planning and S149 Certificates is a multi-year project. A funding allocation was inadvertently omitted for the 2019/20 financial year. An allocation of $90,000 has now been made for this project (reducing the projected surplus for the 2019/20 financial year by $90,000); this is reflected in the revised 2018-2021 Delivery Program Budgets.

For the 2018/19 year, Council is allocating overheads associated with the provision of three enabling services. The costs of delivering financial services, business systems and organisational development will be allocated across the organisation by way of an overhead system. The allocation of overheads will provide more accurate information on the total cost of services provided by the Council to the community and provide for better decision-making in the allocation of resources. Financial Services overheads will be allocated based on levels of expenditure, business systems overheads will be allocated based upon number of devices and organisational development overheads will be allocated based on full time equivalent employees. Depending on the success of these overhead allocations, Council may consider the future allocation of additional enabling services such as property provision and governance. The allocation of overheads across the organisation has been reflected in the final 2018-2021 Delivery Program Budgets.

·     Pensioner Rebates

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

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

·     Environmental Levy for 2018/19

The Environmental Levy (a Special Rate) is calculated with a ‘base amount’ to raise approximately 48.77% of the levy with the balance raised as an ad valorem rate applied to land values. The purpose of the Environmental Levy is to fund environmental works in accordance with the Environmental Levy Policy and is levied on all rateable land.

The funds available for 2018/19 total $1,329,814 ($1,326,814 plus interest of $3,000) and are allocated to programs and projects through two funding pools:

-     The Major Strategic Programs and Projects pool (75% of available funds plus water fund contribution) will be allocated for the balance of the Delivery Program, 2018/19 to 2020/21 through a separate report tabled at the 28 June 2018 Council meeting. 

-     The Environmental Levy Grants Program (ELGP) pool (25% of available funds) will be allocated to community based projects following Council’s consideration of the ELGP Panel’s recommendations in July 2018. 

·     Proposed Loan Borrowings for 2018/19

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

·     2018/19 Fees and Charges

As a result of internal reviews, the following amendments have been made to the 2018/19 Draft Fees and Charges as adopted by Council on 26th April 2018.

Description

Unit

Fee or Charge 2018/19

Comment

Financial Services – Property

Licences to use Council Managed Land – Open Space

 

 

 

Mobile Food Vendors

 

$3,060.00 (minimum fee)

Fee stated is the minimum fee to be charged

Personal Trainers & Fitness Groups (where organisations charge a fee for entry)

 

$1,700.00 (minimum fee)

Fee stated is the minimum fee to be charged

Operation of surf or paddleboard schools, hire and drive licences

 

$1,545.00 (minimum fee)

Fee stated is the minimum fee to be charged

Use of Public Footpaths – Including Outdoor Dining & Footway Activity fees

 

 

Removed per Council Resolution 2018/133

Water Services

 

 

 

Residential properties – Testable Water Backflow Devices

Per Device

$15.75

Reduction of fee

Non-residential properties – Charge for properties with Testable Backflow

Per Device

$63.00

Reduction of fee

Non-residential properties – Additional Testable Water Backflow Devices

Per Device

$15.75

Reduction of fee

Non-rateable properties – Charge for properties with Testable Backflow

Per Device

$63.00

Reduction of fee

Non-rateable properties – Additional Testable Water Backflow Devices

Per Device

$15.75

Reduction of fee

Museum Fees

 

 

 

Entry fees for General (16 and over) and Student Concession

 

Fees waived

Trial no charge entry from 1/7/2018 to 30/6/2019 as per Council resolution 2018/121.

Options:

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

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

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

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

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

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

•     Economic – Broader Economic Implications

The documents incorporate budgetary projections based on the approved 2.3% ‘rate peg’ allowance for 2018/19. The additional costs that ratepayers will face in 2018/19 have been kept to a minimum. As always, cost implications have to be balanced against the positive economic impact of maintaining and enhancing Council programs and services across the local government area.

•     Economic - Delivery Program/Operational Plan Implications

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

Risk Analysis:

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

Consultation:

The Draft Delivery Program, Draft Operational Plan, Draft Budgets and Draft Fees and Charges were placed on public exhibition for a 28-day period from Monday, 30 April until close of business on Monday, 28 May 2018.

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

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

During the public exhibition period, Council received 4 submissions. Each submission was acknowledged and referred to relevant staff for comment to assist in the consideration of the points raised.

Full details of the submissions received, including Council’s response, are at attachment 5.

Council acknowledges the input from those in the community who have made submissions, and the issues raised have been carefully evaluated. It is considered, however, that no amendments are required to the draft documents as a consequence of issues identified in the submissions.

Related Policy, Precedents and / or Statutory Requirements:

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

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

Implementation Date / Priority:

Subject to Council approval, the finalised documents will be posted on Council’s website by 30 June 2018.  At that time, printed (paper) copies of the documents will be distributed to Council and Library display points.

The Delivery Program (Year 2) and associated documents will be implemented by Council from 1 July 2018.

Conclusion:

The public exhibition of the draft 2017-2021 Delivery Program (Year 2) and supporting documents has concluded. Community submissions have been considered during the subsequent review of the draft documents. A number of amendments have been made to the documents (as outlined in this report) as a result of internal review.

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

It is recommended that Council adopt the revised 2017-2021 Delivery Program (Year 2), 2018/19 Operational Plan, Delivery Program Budgets 2018-2021, and 2018/19 Fees and Charges at this time, in line with the timeframes and legislative requirements set out in the Integrated Planning and Reporting provisions of the Local Government Act.

 


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GM18/16      Council Committees - Appointment of Members

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              Nil

 

Executive Summary

Both nominations for Council Committees members require approval by Council.  This report is seeking Council endorsement of committee nominations.

 

 

Recommendation:

That Council Appoints:

1.   Lukas Holland to the Sportz Central Advisory Committee

2.   Tracey Moore to the Sportz Central Advisory Committee

3.   Giselle Pit to the Lower Bucca Community Hall Management Committee

4.   Ian Shaw to the Coastal and Estuary Management Advisory Committee

 

Report

Description of Item:

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

 

·     Lukas Holland to the Sportz Central Advisory Committee

·     Tracey Moore to the Sportz Central Advisory Committee

·     Giselle Pit to the Lower Bucca Community Hall Management Committee

·     Ian Shaw to the Coastal and Estuary Management Advisory Committee

 

Lukas Holland represents the Coffs Harbour Volleyball Association and Tracey Moore represents the Basketball Association. Both are replacements for their previous representatives.

 

The Lower Bucca Community Hall Management Committee has been low on members. Giselle is involved in Lower Bucca Community Hall and applied to the Committee to join and her application was accepted by the committee.

 

The Coastal and Estuary Management Advisory Committee previously held an expression of Interest for three Committee Members. Only two nominations were received at the time, however Ian Shaw was a late nomination and his application was accepted.

Issues:

There are no issues relevant to this matter.

Options:

1.    Adopt the recommendation provided to Council.

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

3.    Reject the recommendation provided to Council.

Sustainability Assessment:

•     Environment

There are no environmental issues associated with this report.

•     Social

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

 

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

•     Civic Leadership

This approach consistent with the Council’s MyCoffs Community Strategic Plan:

 

A.1 A vibrant and inclusive place

·    B.2 A community achieving its potential.

Economic – Broader Economic Implications

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

•     Economic - Delivery Program/Operational Plan Implications

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

Risk Analysis:

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

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

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

 

Section 355 How does a council exercise its functions?

 

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

 

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

b)    by a committee of the council, or

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

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

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

 

Section 377 General power of the council to delegate

Implementation Date / Priority:

Immediate.

Conclusion:

That Council endorses the recommendations within this report.

 

 


GM18/17      Council Policy and Procedure

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

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

Attachments:              ATT1  GM18/17  Coastal Hazard Zone Policy

ATT2  GM18/17  General Manager Contract Renewal Procedure

ATT3  GM18/17  Sale of Land to Recover Unpaid Rates and Charges Policy

ATT4  GM18/17  Local Biodiversity Offsets Policy

ATT5  GM18/17  Dedication of Land Policy

ATT6  GM18/17  Voluntary Planning Agreement Policy

ATT7  GM18/17  Draft Business Incentive Policy  

 

Executive Summary

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

 

 

Recommendation:

That Council:

1.       Adopt the following policies and procedure:

1.1.    Coastal Hazard Zone Policy

1.2.    General Manager Contract Renewal Procedure

1.3.    Sale of Land to Recover Unpaid Rates and Charges Policy

1.4.    Local Biodiversity Offsets Policy

1.5.    Dedication of Land Policy

1.6.    Voluntary Planning Agreement Policy

2.       Endorse the draft Business Incentive Policy to be placed on public exhibition for 21 days.

 

Report

Description of Item:

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

 


 

 

Policy/Procedure Name

Policy/Procedure Detail

Coastal Hazard Zone Policy

This policy has been developed to:

 

·    Minimise risk, social, environmental and economic, due to coastal processes;

·    Minimise the effects of development on land subject to coastal processes; and to

·    Give developers guidelines for the requirements of particular development on land subject to coastal processes.

 

There has been a minor amendment to the definition of “Coastal Hazard Zone” to provide increased transparency to which properties the policy applies and to update legislation. This change does not the alter implementation or outcome of this policy.

 

General Manager Contract Renewal Procedure

On 10 April 2018, Council resolved:

 

“That Council request that a General Manager’s Contract Renewal Procedure be prepared and brought back to Council by 30 June 2018.”

 

This procedure has been developed in accordance with this resolution. It details the process for the General Manager’s Contract Renewal and has been developed based on Section 338 of the Local Government Act 1993 (LG Act), the Office of Local Government (OLG) Guidelines for the Appointment and oversight of General Managers and the General Manager standard form contract.

 

Sale of Land to Recover Unpaid Rates and Charges Policy

Under Section 713 of the Local Government Act 1993, Council has the power to sell land to recover unpaid rates and charges. Council must strictly comply with the legislative requirements and the purpose of this policy is to provide the clear objective to be achieved from the sale of land in that regard.

 

Local Biodiversity Offsets Policy

This policy outlines Council’s approach to the use of biodiversity offsetting (‘offsets’) under the planning processes under Parts 3, 4 and 5 of the Environment Planning and Assessment Act 1979 (EP&A Act). The policy broadens the existing approach of requiring offsets set out in the Coffs Harbour DCP, to allow more flexibility by meeting offset principles rather than counting the number of trees being removed and required to be planted.

 

The policy also allows a mechanism for offsetting to occur on a site separate to the development site, and on Council land, as long as other principles in the policy are met.  The policy refers to the Voluntary Planning Agreement Policy and the Dedication of Land Policy to ensure that legal processes are met.

 

Although there are recent reforms relating to offsetting, this policy only applies to matters under the care and control of council and not state government processes.

 

This policy has been on public exhibition.

 

Dedication of Land Policy

As part of the planning process in NSW, land may be dedicated to Council by developers as part of a development application or planning proposal under the Environmental Planning & Assessment Act 1979.

 

Land may be dedicated for community purposes such as parks, playgrounds and pathways, for infrastructure purposes such as to function as drainage reserves, roads or detention basins or for environmental conservation and cultural heritage purposes.

 

The purpose of this policy is to:

 

·    provide clear criteria which Council must consider prior to accepting the dedication of land to Council for community, infrastructure or environmental conservation and cultural heritage purposes.

·    ensure that land is only dedicated to Council if the land is suitable for its intended purpose and meets the community’s needs and expectations.

·    ensure that Council is not burdened with high maintenance land or land with poor usability.

·    ensure that Council is not burdened with the costs of stabilising, remediating or otherwise rectifying land that carries risks to human health or the environment.

·    ensure that adequate funding is available for the long term maintenance of land dedicated to Council for community, infrastructure or environmental conservation and cultural heritage purposes.

 

This policy has been on public exhibition.

 

Voluntary Planning Agreement Policy

The NSW planning framework enables Council’s to enter into agreements with proponents to provide public benefits in conjunction with a development or instrument change. The agreements are voluntary and the public benefits can be in the form of a monetary contribution, the dedication of land or the provision of material public benefits directly.

 

This policy sets out Coffs Harbour City Council’s position and procedures relating to voluntary planning agreements (‘VPAs’) under the Environmental Planning and Assessment Act 1979 and the Environmental Planning and Assessment Regulation 2000.

 

This policy applies to any development application or request for an instrument change where a VPA is proposed, for land and development within the Coffs Harbour local government area.

 

This policy has been on public exhibition.

 

Draft Business Incentive Policy

Concerns have previously been raised regarding the  level of Council developer contributions applicable to businesses, particularly in relation to water and sewerage. Several Councillor briefings have been conducted to provide information on the developer contributions framework, water and sewerage strategy development, financial impacts, and possible incentives that may assist the growth of employment generating businesses.

 

The draft Business Incentive Policy provides a holistic approach to support business investment and reinvestment in the regional economy, when the investment would not otherwise occur. It also encourages diversification of the economy.

 

Council supports business development and growth and has prepared this draft policy to offer a range of developer contribution and charge incentives to encourage new businesses and the expansion of existing businesses. This policy is aimed at facilitating the development of businesses as they go through the challenging development phase.

 

The draft policy provides a range of solutions to deal with developer charges and contributions arising from the development process. This range of incentives allows for all size of businesses to take advantage of the measures included.

 

It is recommended that the draft policy be endorsed and placed on public exhibition for 21 days.

 

Issues:

There are no issues associated with this report.

Options:

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

 

1.    Adopt the recommendation provided to Council.

2.    Amend the recommendation or policy/procedure provided to Council and then adopt. It should be taken into account that, due to the complexity and requirement to ensure compliance with legislation, a legal review was undertaken for the following policies:

 

·    Voluntary Planning Agreement policy

·    Biodiversity Offset policy

·    Dedication of Land policy

 

Additionally, any change made to the the General Manager Contract Renewal Procedure would have to comply with the the Local Government Act and the ‘Standard Contract of Employment for General Managers of Local Councils in New South Wales.’

3.    Reject the policy/policies provided to Council.

Sustainability Assessment:

•     Environment

There are no environmental issues associated with this report.

•     Social

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

•     Civic Leadership

Policies are important for ensuring transparency and accountability in local government.  Their implementation enables Council to identify and respond to the community.  This is consistent with the MyCoffs Community Strategic Plan strategy D.1 Our leaders give us confidence in the future.

•     Economic – Broader Economic Implications

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

•     Economic - Delivery Program/Operational Plan Implications

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

Risk Analysis:

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

Consultation:

The Draft Biodiversity Offsets, Voluntary Planning Agreements and Dedication of Land Policies were exhibited from 20 September to 18 October 2017. There were no formal submissions received, however some minor amendments were made as a result of internal staff feedback.

 

Due to the NSW Biodiversity Reforms, and subsequent changes in legislation, the draft Local Biodiversity Offsets Policy was amended and re-exhibited from 28 March to 17 April 2018 (see 22 March 2018 Council Report it SC18/11). There was only one submission from the NSW Office of Environment and Heritage, it is in support of the policy. Again some minor amendments were made as a result of internal staff feedback.

Related Policy, Precedents and / or Statutory Requirements:

These are detailed within each policy/procedure as required.

Implementation Date / Priority:

Immediate.

Conclusion:

That council adopt the attached policies.

 



 



 



 



 


 


 


 


 



 


 


 


 


 



 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 



 


 


 


 


 

 


BS18/36       Monthly Financial Performance Report for the month ended 31 May 2018

Author:                        Senior Finance Business Partner

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/36   Monthly Financial Performance Report for the month ended 31 May 2018  

 

Executive Summary

This report presents the monthly financial performance report for 31 May 2018. The report provides information on the actual to budget position at the financial statement level and capital expenditure reports for the current financial year. The projected Year to Date surplus is $37.84M with the actual year to date being $41.59M. The explanation of year to date variances is contained within the income statement comments as part of the performance report attachment. Primarily the variances relate to timing issues. As detailed in Council’s Capital Expenditure Report considered by Council in May, the capital expenditure target for the current financial year is $46.8M with $40.1M expended to date to the end of May.

 

 

Recommendation:

That Council :

1.    Note the monthly financial performance report for 31 May 2018, including the following Consolidated Income Statement.

CONSOLIDATED INCOME STATEMENT as at 31 May 2018:

2017/18 Original Budget

2017/18 Projected Budget

2017/18 Year to Date Budget

2017/18 Year to Date Actuals

Recurrent Revenue

‘000s

  ‘000s

‘000s

‘000s

Rates & Annual Charges

94,845

94,124

94,098

93,307

User Charges & Fees

30,750

30,776

28,724

32,411

Interest & Investment Revenue

5,140

  5,221

4,545

6,170

Other Revenues

15,171

14,383

12,361

8,055

Grants & Contributions provided for Operating Purposes

12,620

10,952

 

9,056

10,296

RECURRENT REVENUE

158,526

155,456

 

148,784

150,239

 

 

 

 

 

Recurrent Expenditure

 

 

Employee Benefits & Oncosts

48,718

 47,669

43,839

46,702

Borrowing Costs

10,621

 10,621

8,034

8,024

Materials & Contracts

117,366

146,409

85,758

76,828

Depreciation & Amortisation

46,170

  38,907

35,665

35,706

Other Expenses

1,667

  12,818

8,240

7,477

Less: Capitalised Expenses

(58,482)

(97,093)

(45,311)

(40,138)

RECURRENT EXPENDITURE

166,060

159,331

 

136,225

134,599

NET OPERATING (DEFICIT) / SURPLUS

(7,534)

  (3,875)

 

12,559

15,640

 

 

 

 

 

Capital Revenue

 

 

 

 

Capital Grants, Subsidies, Contributions and Donations

25,793

37,437

 

25,277

25,953

CAPITAL REVENUE

25,793

37,437

 

25,277

25,953

NET SURPLUS

18,259

33,562

 

37,836

41,593

 

2.    Approve the net operating budget adjustments of ($60,000) and the net capital budget adjustments, including transfers to and from reserves, of $60,000.

 

Report

Description of Item:

The monthly financial performance report provides information on Council’s actual to budget performance. The report has been introduced to provide accrual based information to Council on a monthly basis.

 

The reports include:

 

Key Performance Indicators – There is a graphical representation of key performance indicators in order to provide a key summary of financial information. The net surplus at the end of May is $3.8M ahead of budgeted expectations. The total surplus after capital grants is $41.6M against a budget of $37.8M. Total income is within $2.1M of budgeted expectations with total income to the end of May of $176.2M versus YTD budget of $174.1M. Operating expenses is within $1.6M of budgeted expectations with total operating expenditure to the end of May $134.6M against a budget of $136.2M. Capital expenses is behind budgeted expectations by $5.2M with total capital expenditure to the end of May of $40.1M versus YTD budget of $45.3M and annual targeted expenditure as per the Capital Expenditure Status Report presented to Council in May of $46.8M. Further details are provided in the Capital Expenditure Report comments.

 

Income Statement – This is a comprehensive income statement detailing the monthly performance for May 2018.  This statement compares actual to budget on a monthly and year to date basis at the financial statement level.  In terms of monthly percentages, although some percentages may be large in dollar terms, they have a minor impact on financial performance.  There are individual comments for any YTD variances greater than 20%.

 

Capital Expenditure Detailed and Summary - Capital expenditure by cost centre and then at a more detailed level is also provided in the attachment. Explanations have been provided for any variances greater than $200,000.

 


 

Recommended variations for month ending 31 May 2018

 

 

 

GENERAL

 

General Operating:

 

Review of Business Systems budgets in line with expected expenditure:

 

-    Reallocate available computer software funds (Operating) to Technology One Capital Project Delivery module (Capital)

(60,000)

 

 

Saving our Species grant approved:

 

-    Implementation of Saving our Species conservation at Boambee

11,000

-    Office of Environment and Heritage grant approved

(11,000)

 

 

Total General Operating

(60,000)

 

 

General Capital:

 

Review of Business Systems budget in line with expected expenditure:

 

-    Reallocate available computer software funds (Operating) to Technology One Capital Project Delivery module (Capital)

60,000

-    Technology One Human Resources & Payroll (HRP) software health check

10,000

-    Corporate Software Infrastructure

(10,000)

 

 

Revision of spade ready project budgets to reflect the Council report adopted 12/04/18 – SI 18/10 resolution 2018/83

 

-    Jetty Memorial Theatre Rehearsal Space

80,000

-    Jetty Foreshores Stage 5 (Car Park)

50,000

-    Woolgoolga Beach Reserve Improvement

150,000

-    Arrawarra Reserve

36,000

-    Woolgoolga Whale Trail

42,000

-    Brelsford Masterplan

52,000

-    Funded from Jetty Foreshores Stage 2

(410,000)

-    North Coast Regional Botanic Garden Glasshouse

45,000

 

 

Round 2 Safer Communities Department of Industry, Innovation & Science grant approved:

 

-    CCTV & Security Lighting (Toormina Sports Precinct & CBD)

901,100

 

 

Increased scope of works St Augustine’s School crossing relocation Albany St

56,280

 

 

2018/19 Black Spot grant approved:

 

-    Coramba Rd 1.2km to 1.7km North of Bennetts Rd Coffs Harbour

200,000

 

 

Total General Capital

1,262,380

 

 

GENERAL SUMMARY

 

Operating

(60,000)

Capital

1,262,380

 

 

SEWER

 

Sewer Capital:

 

Construct a new sewer main for the development of a service centre at North East corner of Stadium Drive and Pacific Highway

 

-    Stadium Drive Sewer Pump Station (SPS) 83 to Service Station sewer extension, increase allocation from nil to $54,000

54,000

-    Sand St Sewer Main part works to be completed 2018/19, reduce 2017/18 allocation from $504,000 to $450,000

(54,000)

 

 

Replace SPS at Woolgoolga Lake amenities with new standard amenities SPS

 

-    Woolgoolga Lake amenities SPS works to commence 2017/18 and carry into 2018/19

75,000

-    Pump Station 33 Pump Upgrade Thompsons Rd works commenced 2017/18 to be completed 2018/19, reduce 2017/18 from $175,000 to $100,000

(75,000)

 

 

Total Sewer Capital

Nil

 

 

SEWER SUMMARY

 

Operating

Nil

Capital

Nil

 

 

CONSOLIDATED

 

Operating

(60,000)

Capital

1,262,380

 

 

Funding of recommended variations:

 

North Coast Regional Botanic Garden Glasshouse - Internal transfer from Jetty Foreshore (J4S) Stage 2

(45,000)

CCTV & Security Lighting (Toormina Sports Precinct & CBD) - Department of Industry, Innovation & Science grant approved

(901,100)

St Augustine’s School crossing relocation Albany St - Contribution from St Augustine’s Primary School

(16,000)

St Augustines School crossing relocation Albany St - increased RMS grant funds

(14,000)

Reallocation of surplus Pedestrian Infrastructure Access (PIAS) works at Toormina Bus Bay

(26,280)

Coramba Rd 1.2km to 1.7km North of Bennetts Rd Coffs Harbour - Roads & Maritime Services Black Spot grant approved

(200,000)

 

(1,202,380)

 

 

 

 

CONSOLIDATED INCOME STATEMENT as at 31 May 2018:

 

2017/18 Original Budget

2017/18 Projected Budget

2017/18 Year to Date Budget

2017/18 Year to Date Actuals

Recurrent Revenue

‘000s

‘000s

‘000s

‘000s

Rates & Annual Charges

94,845

94,124

94,098

93,307

User Charges & Fees

30,750

30,776

28,724

32,411

Interest & Investment Revenue

5,140

  5,221

4,545

6,170

Other Revenues

15,171

14,383

12,361

8,055

Grants & Contributions provided for Operating Purposes

12,620

10,952

 

9,056

10,296

RECURRENT REVENUE

158,526

155,456

 

148,784

150,239

 

 

 

 

 

Recurrent Expenditure

 

 

Employee Benefits & Oncosts

48,718

 47,669

43,839

46,702

Borrowing Costs

10,621

 10,621

8,034

8,024

Materials & Contracts

117,366

146,409

85,758

76,828

Depreciation & Amortisation

46,170

  38,907

35,665

35,706

Other Expenses

1,667

  12,818

8,240

7,477

Less: Capitalised Expenses

(58,482)

(97,093)

(45,311)

(40,138)

RECURRENT EXPENDITURE

166,060

159,331

 

136,225

134,599

NET OPERATING (DEFICIT) / SURPLUS

(7,534)

  (3,875)

 

12,559

15,640

 

 

 

 

 

Capital Revenue

 

 

 

 

Capital Grants, Subsidies, Contributions and Donations

25,793

37,437

 

25,277

25,953

CAPITAL REVENUE

25,793

37,437

 

25,277

25,953

NET SURPLUS

18,259

33,562

 

37,836

41,593

Issues:

The report attached is for May 2018 and includes an Income Statement, Key Performance Indicators and capital expenditure progress reporting. Council is behind in delivery of its capital expenditure with $6.7M to be expended in the last month of the financial year to meet the capital expenditure target presented to Council in the Capital Expenditure Report in May 2018.

Options:

Council’s options in relation to this report are to:

 

1.    Adopt the recommendation provided to Council.

2.    Amend the recommendation provided to Council and then adopt.  This may impact upon the projected bottom line budgeted position.

3.    Reject the recommendation provided to Council.  This would revert the budget back to its revised position prior to the recommendation being sought.

Sustainability Assessment:

•     Environment

There are no perceived short or long term environmental impacts for the information contained within the report.

•     Social

There are no perceived short or long term social impacts for the information contained within the report.

•     Civic Leadership

Council supports the delivery of high quality, sustainable outcomes for Coffs Harbour by monitoring financial performance which assists the decision making process to allocate funding for projects listed under the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

The original adopted budget for 2017/18 provided a surplus of $18,259,000 and a deficit of $7,534,000 before capital revenue. The budget adjustments recommended in this report, together with previously approved budget adjustments by Council, result in a projected budget surplus of $33,562,000 and a reduced deficit of $3,875,000 before capital revenue.  There has been an improvement in the projected operating result with the recommended amendments this month and the projected budget deficit still represents an improved position on what is contained within Council’s Long Term Financial Plan.

•     Economic - Delivery Program/Operational Plan Implications

The year to date surplus, after capital revenue, is estimated to be $41.59M as at 31 May 2018.

Risk Analysis:

Not applicable.

Consultation:

Group Leaders and their relevant staff have been provided with electronic budget reports for each cost centre on a monthly basis for review. Any variations adopted by Council have been incorporated into the report.

Related Policy, Precedents and / or Statutory Requirements:

Local government regulations require the Responsible Accounting Officer to submit a quarterly budget review to Council. There is no obligation to provide monthly financial performance reports but as part of prudent financial management we have opted to do so.

Implementation Date / Priority:

The approved variations will be updated in the affected budgets prior to release for review in the following month.

Conclusion:

This report summarises the proposed budget adjustments for the month ended 31 May 2018 and the impact upon the projected budget position for the current financial year.  The Responsible Accounting Officer confirms the Monthly Financial Performance Report for the month ended 31May 2018 indicates the financial position of the Council is satisfactory, having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure.

 

 


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BS18/37       Capital Expenditure Status Report as at 31 May 2018

Author:                        Group Leader Financial Services and Logistics

Authoriser:                  Director Business Services

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

Attachments:              Nil

 

Executive Summary

Council maintains on the community’s behalf approximately $2.2B of public infrastructure including roads, footpaths, cycleways, buildings, water, stormwater and sewerage assets, and Council executes a significant Capital Expenditure (Capex) program each year.  The total dollar value of each annual program rises and falls dependent upon the size and scale of the various projects each year.

 

Council has requested, via the Executive Performance Process, that quarterly reports specifying the status of the annual Capex program be provided for its review. Capital Expenditure Status Reports provide an insight into Council’s actual execution of its intended Capex program for the period.  By reviewing the status reports each quarter Council will be able to identify and monitor whether the actual delivery of the Capex program is proceeding according to the expected delivery timeframes and costs as published in each year’s Operational Plan.

 

The report identifies that Council has previous resolutions to commit a total of $89.96M (excluding capital works contributions from developers and capital funding provided for the Rural Fire Service) in capital expenditure. In the current 2017/18 financial year to 31 May 2018 $40.14M has been expended.

 

When the projects which extend over multiple financial years and the projects no longer recommended to proceed at this time are taken into consideration, the capital expenditure target for the current financial year is $46.8M. Therefore the organisation has expended 85.8% of the targeted capital expenditure 92% of the way through the year.

 

 

Recommendation:

That Council note the report.

 

Report

Description of Item:

Council’s Capital Expenditure (Capex) program is best defined as the total list and cost of all capital work Council intends to undertake each year.  The list incorporates all categories of asset-related capital work:

 

1.    Renewal and replacement work – the like for like replacement existing assets as they come to the end of their useful lives. (e.g. the resurfacing of an old road).

 

2.    Upgrade work – the replacement of existing assets combined with additional work to upgrade/improve the original asset. (e.g. the widening and renewal of an existing road).

 

3.    New work – the construction of new assets where none existed before. (e.g. the construction of a road where none previously existed).

 

Council maintains on the community’s behalf approximately $2.2B of public infrastructure including roads, footpaths, cycleways, buildings, water, stormwater and sewerage assets, and Council executes a significant Capex program each year.  The total dollar value of each annual program rises and falls dependent upon the size and scale of the various projects each year.

 

Council has requested, via the Executive Performance Process, that quarterly reports specifying the status of the annual Capex program be provided for its review. Capital Expenditure Status Reports provide an insight into Council’s actual execution of its intended Capex program for the period.  By reviewing the status reports each quarter Council will be able to identify and monitor whether the actual delivery of the Capex program is proceeding according to the expected delivery timeframes and costs as published in each year’s Operational Plan.

 

This report is the first of what will be ongoing quarterly reports and improvements based on feedback will also be incorporated into future reports. This report identifies that Council has previous resolutions to commit a total of $89.96M (excluding capital works contributions from developers and capital funding provided for the Rural Fire Service) in capital expenditure. In the current 2017/18 financial year to 31 May 2018 $40.14M has been expended.

 

As previously advised there are some capital projects which have been fully budgeted in the current financial year which extend over multiple financial years, the most notable being the EPIC Stadium Project.  A further assessment of the Capex program has also identified a number of projects which are now no longer required to be completed or are awaiting the finalisation of the Sewer Strategy to determine when those projects should be undertaken. 

 

The complexity of capital projects undertaken by Council can also lead to quite significant timing differences in project execution versus financial expenditure, which means actual expenditure is not necessarily the best measure of how the organisation is progressing on achieving its Capex program. Therefore, the percentage complete within the table below in this report is not a direct reflection of expenditure incurred but rather more in line with actual progress towards completion.

 

When the projects which extend over multiple financial years and the projects no longer recommended to proceed at this time are taken into consideration, the capital expenditure target for the current financial year is $46.8M. Therefore the organisation has expended 85.8% of the targeted capital expenditure 92% of the way through the year.

 

The table below summarises the status of the Capex program across all areas of Council with explanatory notes following.

 


 

 

Explanatory Notes - Significant Items Proposed to be revoted to the 2018/19 Financial Year (FY) (to cashflow total estimates appropriately)

1.    International Stadium:  The proposed revote of $13,090,000 of previously approved budget from the 2017/18 FY into the 2018/19 FY in line with contract works delivery.

2.    Financial Sustainability:  The proposed revote of $4,652,000 of previously approved budget from the 2017/18 FY into the 2018/19 FY is driven by works that are in progress and which will still be underway as at 30 June 2018.  Significant contributor projects include: Jetty Structure refurbishment, North Coast Regional Botanic Gardens’ greenhouse and entry, and several facilties upgrades.

3.    CBD Masterplan Works:  The proposed revote of $2,375,663 of previously approved budget from the 2017/18 FY into the 2018/19 FY relates to the currently ongoing revision of the previous City Square upgrade design which cannot be constructed before the CBD low season trading period beginning in February 2019.

4.    Open Space Infrastructure:  The proposed revote of $4,256,795 of previously approved budget from the 2017/18 FY into the 2018/19 FY relates to Section 94 Developer Contributions which have not been programmed to be spent and will need review before being utilised in the 2018/19 FY.

5.    Road Infrastructure:  The proposed revote of $2,715,611 of previously approved budget from the 2017/18 FY into the 2018/19 FY is driven by works that are in progress and which will still be underway as at 30 June 2018. Significant contributor projects include: Diamond Head Drive upgrade, and Coramba Road realignment (Blackspot Program), which requires the resumption of land.

6.    Drainage Infrastructure:  The proposed revote of $4,408,643 of previously approved budget from the 2017/18 FY into the 2018/19 FY is driven by works that are in progress and which will still be underway as at 30 June 2018.  The majority of the amount relates to the Upper Shepards Lane detention basin project with the remainder needing review prior to the revote occurring.

7.    Sewer:  The recommended movement of $5,495,000 of previously approved budget from the 2017/18 FY into the 2018/19 FY is driven by the intention of directing it in line with the requirements identified in the revised Sewer Strategy when the document has been analysed.

Issues:

In November 2017 the Council considered a report detailing the Design Acceleration Project which was put in place to assist the Council to have 50% of the 2018/19 Capex program designed and costed for the preparation of the 2018/19 budget.  This was to ensure that not only was the budget predicated upon robust design information but that the capital expenditure program could commence at the commencement of the financial year.  The Council has planned increased the level of capital expenditure in the final months of the financial year to progress the delivery of the Capex program.

Options:

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

Sustainability Assessment:

•     Environment

There are no environmental issues which arise as a result of this report.  All individual projects contained within the list are subject to identification, assessment and control of specific environmental risks which pertain to the individual project.

•     Social

There are no social issues which arise as a result of this report.

•     Civic Leadership

This report will assist Council in providing civic leadership by demonstrating Council’s ongoing oversight to its own performance in the governance of the infrastructure process.

•     Economic – Broader Economic Implications

There are no economic implications which arise from the report. The Capex program is to significantly increase expenditure in the last four months of the financial year to progress its delivery.

•     Economic - Delivery Program/Operational Plan Implications

The Capex program for 2017/18 is progressing as expected towards delivery, taking into account the adjustments identified in the table above and the usual acceleration of capital expenditure that occurs in the last part of the financial year. Initiatives, such as the Design Acceleration Project, will also assist in better planning and resourcing the delivery of the Capex program in future Operational Plans.

Risk Analysis:

Not applicable.

Consultation:

All relevant internal stakeholders have been included in the development of this report.

Related Policy, Precedents and / or Statutory Requirements:

The report is not a regulatory or statutory requirement of Council.

Implementation Date / Priority:

Not applicable.

Conclusion:

This report is provided in response to a Council request via the Executive Performance Process and provides a snapshot insight into the current list of Council-endorsed Capex program relating to the replacement, upgrade, and creation of new assets.

 

This report is the second report of its type and will now be produced at quarterly intervals for Council’s consideration.

 


BS18/38       Bank and Investment Balances for May 2018

Author:                        Section Leader Financial Planning

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/38   Monthly Investment Performance Report for the Month Ended 31 May 2018  

 

Executive Summary

Council’s Bank Balances and Investments as at 31 May 2018 totalled $206,329,278.82. Council receives independent advice and invests surplus funds in accordance with Council’s Investment Policy to maximise investment income and preserve capital to assist with funding requirements for projects listed under the My Coffs Community Strategic Plan.

 

Also included in the monthly report is a summary of Council’s Socially Responsible Investment Performance (refer Attachment 1).

 

 

Recommendation:

That Council note the bank balances and investments totalling $206,329,278.82 (including from loans, Developer Contributions and other avenues that form the restricted accounts and are committed for future works) as at 31 May 2018.

 

Report

Description of Item:

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

 

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

 

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

 

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

Issues:

There are no issues associated with the report.

Options:

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

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

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

•     Economic – Broader Economic Implications

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

•     Economic - Delivery Program/Operational Plan Implications

As at 31 May 2018 it is noted that the total bank and investment balance was $206,329,278.82 comprising restricted and unrestricted General, Trust, Water and Sewerage Fund cash and investments.

Risk Analysis:

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

 

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

 

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

 


 

 

Rating

Ratings Explanation

AAA

Extremely strong capacity to meet financial commitments.  Highest Rating.

AA

Very strong capacity to meet financial commitments.

A

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

BBB

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

BBB-

Considered lowest investment grade by market participants.

BB+

Considered highest speculative grade by market participants.

BB

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

B

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

CCC

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

CC

Currently highly vulnerable.

C

Currently highly vulnerable obligations and other defined circumstances.

D

Payment default on financial commitments.

 

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

 

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

 

·    Deposits/Covered Bonds – these share first ranking

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

·    Subordinated debt

·    Hybrids

·    Preference shares

·    Equity shares (common shares).

 

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

 

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

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

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

Local Government Act 1993 – Section 625

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

Local Government General Regulation 2005

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

Implementation Date / Priority:

Nil.

Conclusion:

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

 

 

 


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BS18/39       Making of Rates and Charges 2018/19

Author:                        Section Leader Financial Support

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              Nil

 

Executive Summary

The rates and annual charges for 2018/19 have to be formally ‘made’ under Section 535 of the Local Government Act, 1993, by Council resolution.  The rates and charges are required to be made by 1 August each year.

 

The Ordinary Rate structure detailed in this report incorporates an increase in Council’s General Income of 2.3% for 2018/19, being the rate peg approved by IPART

 

This report seeks adoption of Rates and Charges which are required to achieve income yields in support of Council’s 2018/19 Operational Plan.

 

 

Recommendation:

That Council:

1.       Make an Ordinary Rate - Residential, pursuant to Section 494 of the Local Government Act, for 2018/2019 of (0.39783 cents) in the dollar with a Base Amount of $403.00 for all rateable land in the Coffs Harbour LGA categorised as ‘Residential’.

2.       Make an Ordinary Rate – Business, pursuant to Section 494 of the Local Government Act, for 2018/2019 of (0.96144 cents) in the dollar with a minimum rate of $673.00 for all rateable land in the Coffs Harbour LGA categorised as ‘Business’ EXCEPT land under the sub-category of Business named ‘City Centre Business’.

3.       Make an Ordinary Rate – City Centre Business, pursuant to Section 494 of the Local Government Act, for 2018/2019 of (1.42758 cents) in the dollar with a minimum rate of $654.00 for all rateable land in the Coffs Harbour LGA sub-categorised as ‘City Centre Business’.

4.       Make an Ordinary Rate – Farmland, pursuant to Section 494 of the Local Government Act, for 2018/2019 of (0.39783 cents) in the dollar and a Base Amount of $403.00 for all rateable land in the Coffs Harbour LGA categorised as ‘Farmland’.

5.       Make a Special Rate – Environmental, pursuant to Section 495 of the Local Government Act, for 2018/2019 on all rateable land in the Coffs Harbour LGA of (0.01023 cents) in the dollar with a Base Amount of $21.97.

6.       Make an Annual Charge for Domestic Waste Service – Occupied, pursuant to Section 496 of the Local Government Act, for 2018/2019 on all occupied rateable land, categorised Residential or Farmland, to which a domestic waste service is (or able to be) provided.

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

Where 'C' equals the annual charge, 'S' equals the number of general waste bins provided to the parcel of land or lot in a strata plan for collection or the number of separate occupations, or one (1), whichever is the greater, and 'UD' (Unit Price Domestic Waste) is $655.00.

Subsidiary (or extra) Domestic Waste Services pursuant to Section 501 of the Local Government Act, for 2018/2019 will incur the following annual charges per service:

6.1 Domestic General Waste Service - $290.00

6.2 Domestic Recycling Service - $107.00

6.3 Domestic Recycle Upgrade Service - $39.00

6.4 Domestic Organic Waste Service - $184.00

6.5 Domestic Supply of Bins Service - $109.00

6.6 Domestic Bin Reinstatement Fee - $100.00 per bin

7.       Make an Annual Charge for Domestic Waste – Vacant Land, pursuant to Section 496 of the Local Government Act, for 2018/2019 of $164.00, on all vacant rateable land categorised Residential and Farmland, to which a domestic waste service is available.

8.       Make an Annual Charge for Non-Domestic Waste – Occupied, pursuant to Section 501 of the Local Government Act for 2018/2019 on all occupied rateable land categorised Business or sub-categorised City Centre Business, to which a waste collection service is provided (or is able to be provided).

The amount of the annual charge will be the amount derived by applying the formula
C = S x UB, where 'C' equals the annual charge, 'S' equals the number of general waste bins provided to the parcel of land or lot in a strata plan for collection or the number of separate occupations, or one (1) whichever is the greater and 'UB' (Unit
Price - Non Domestic) is $655.00.

Subsidiary (or extra) Non-Domestic Waste Services pursuant to Section 501 of the Local Government Act, for 2018/2019 will incur the following annual charges per service:

8.1     Non-Domestic General Waste Service - $290.00

8.2     Non-Domestic Recycling Service - $107.00

8.3     Non-Domestic Recycle Upgrade Service - $39.00

8.4     Non-Domestic Organic Waste Service - $184.00

8.5     Non-Domestic Supply of Bins Service - $109.00

8.6     Non-Domestic Bin Reinstatement Fee - $100.00 per bin

9.       Make an Annual Charge for Non-Domestic Waste – Vacant Land, pursuant to Section 501 of the Local Government Act, for 2018/2019 of $164.00, on all vacant rateable land categorised Business or sub-categorised City Centre Business to which a non-domestic waste service is available.

10.     Make an Annual Charge for Non-Rateable (Non-Domestic) Waste Service, pursuant to Section 496(2) of the Local Government Act, for 2018/2019 on all occupied non-rateable properties to which a waste collection service is provided.

The amount of the annual charge will be the amount derived by applying the formula
C = S x UN, where 'C' equals the annual charge, 'S' equals the number of general waste bins provided for collection or the number of separate occupations, or one (1) whichever is the greater and 'UN' (Unit Price Non-Rateable) is $655.00.

Subsidiary (or extra) Non-Rateable (Non-Domestic) Waste Services pursuant to Section 501 of the Local Government Act, for 2018/2019 will incur the following annual charges per service:

10.1   Non-Rateable General Waste Service - $290.00

10.2   Non-Rateable Recycling Service - $107.00

10.3   Non-Rateable Recycle Upgrade Service - $39.00

10.4   Non-Rateable Organic Waste Service - $184.00

10.5   Non-Rateable Supply of Bins Service - $109.00

10.6   Non-Rateable Bin Reinstatement Fee - $100.00 per bin

11.     Make an Annual Charge – Sewerage Access Charge, pursuant to Section 501 of the Local Government Act, for 2018/2019 on all rateable land categorised Residential or Farmland, EXCEPT land prescribed under Section 552 (3) (a) and (b) of the Local Government Act.

The amount of the annual charge will be $838.00 per occupation or $578.00 for vacant land.

12.     Make an Annual Charge – Sewerage Access Charge, pursuant to Section 502 of the Local Government Act, for 2018/2019 on all rateable land categorised Business or within the Business subcategory ‘City Centre Business’ EXCEPT land prescribed under Section 552(3) (a) and (b) of the Local Government Act.

The amount of the annual charge will be:

For vacant land - $578.00.

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

SDF x MF x AC factor (with a minimum charge of $578.00).

Where:      SDF = Sewer Discharge Factor

MF = Meter Factor (refer to table 1 below)

AC factor = $820.00 (charge for 2018/2019).

Where no Council water service is installed on an occupied property (and able to be connected to the sewerage system) a Meter Factor (MF) equal to one (1) and a Sewer Discharge Factor (SDF) equal to 95% will be assumed for the calculation of the annual sewer access charge (i.e. 1 x 95% x $820.00 = $779.00).

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

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

Nil

 

13.     Make an Annual Charge – Private Sewer Pump Station Management Charge, pursuant to Section 501 of the Local Government Act, for 2018/2019 on all rateable land.

The amount of the annual charge will be $136.00 per private sewer pump station.

14.     Make an Annual Fee for On-site Sewage Administration (low risk systems), pursuant to Section 608 of the Local Government Act for 2018/2019 on each property on which an on-site sewage management system(s) is installed.

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

C = OS x UPL where 'C' equals the annual fee, 'OS' equals the number of on-site sewage management systems and 'UPL' (Unit Price) is $34.00 for low risk on-site sewage systems.

15.     Make an Annual Fee for On-site Sewage Administration (medium risk systems), pursuant to Section 608 of the Local Government Act for 2018/2019 on each property on which an on-site sewage management system is installed.

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

C = OS x UPM here 'C' equals the annual fee, 'OS' equals the number of on-site sewage management systems and 'UPM' (Unit Price) is $68.00 for medium risk on-site sewage systems.

16.     Make an Annual Fee for On-site Sewage Administration (high risk systems), pursuant to Section 608 of the Local Government Act for 2018/2019 on each property on which an on-site sewage management system is installed.

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

C = OS x UPH where 'C' equals the annual fee, 'OS' equals the number of on-site sewage management systems and 'UPH' (Unit Price) is $204.00 for high risk on-site sewage systems.

17.     Make an Annual Charge – Water Access Charge, pursuant to Section 501 of the Local Government Act, for 2018/2019 on all rateable land categorised Residential or Farmland EXCEPT: Land prescribed under Section 552(2) of the Local Government Act (or) Farmland rated properties using water for a commercial farming purpose.

The amounts of the annual charge will be:

17.1   For vacant land or land comprising a single residential dwelling or a lot within a strata plan - $145.00.

17.2   For land on which is erected a building or buildings adapted for two or more separate occupations, including (but not limited to) a dual occupancy or residential flat building(s) not being part of a strata plan, the amount derived by applying the formula AC = T x $145.00 where 'AC' equals the Annual Charge, 'T' equals the number of separate occupations.

18.     Make an Annual Charge – Water Access Charges, pursuant to Section 501 of the Local Government Act, for 2018/2019 on all rateable land categorised Business (and sub-category City Centre Business) or Farmland EXCEPT: Land prescribed under Section 552(2) of the Local Government Act (or) Farmland rated properties using water for a residential purpose.

The amount of the annual charges will be:

18.1  For vacant land or occupied land that is not connected to the water supply - $145.00.

18.2  For land not included in (1) above the amount is derived by applying the formula AC = MF x $145.00 where 'AC' equals the Annual Charge, 'MF' equals the aggregate of the charge factors for all meters on the property (see table 2 below for charge factors), and $145.00 is the unit price.

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

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

Meter Size

(in mm)

Charge

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

1.00

 

19.    Make an Annual Charge - Water Backflow Charge, pursuant to Section 501 of the Local Government Act, for 2018/2019 of $15.75 per testable backflow device on rateable properties under the category of Residential or Farmland in respect of land prescribed under Section 552(1).

20.    Make an Annual Charge - Water Backflow Charge, pursuant to Section 501 of the Local Government Act, for 2018/2019 of $63.00 for the first testable backflow device and $15.75 for any additional testable backflow device(s) on rateable properties under the category of Business or sub-category of City Centre Business in respect of land prescribed under Section 552(1).

21.    Make an Annual Charge for Effluent Removal, pursuant to Section 501 of the Local Government Act, for 2018/2019 of $486.00 for each system able to be connected to the sewerage system (properties with this charge applied may also be charged an annual sewer access charge).

22.    Make an Annual Charge for Effluent Removal, pursuant to Section 501 of the Local Government Act, for 2018/2019 of $486.00 for each system not yet on Council’s subsidised pump-out service and not able to be connected to the sewerage system.

23.    Make an Annual Charge for Effluent Removal (Special), pursuant to Section 501 of the Local Government Act, for 2018/2019 of $838.00 for each system not able to be connected to the sewerage system. A subsidised effluent pump-out service is provided with this charge.

24.    Make an Annual Charge for Trade Waste, pursuant to Section 501 of the Local Government Act, for 2018/2019. This annual charge is based on the number of trade waste generators at each property.

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

Table 3 – Annual Charge for Trade Waste

Number of Trade

Waste Generators

Annual Trade

Waste Charge

1

   $209.00

2 to 4

   $418.00

5 to 9

   $993.00

10 to 14

$1,934.00

15 to 19

$2,875.00

20 to 24

$3,764.00

25 to 29

30 to 34

$4,600.00

$5,437.00

>34

$6,273.00

Dump Point

$418.00

 

25.    Make a Water Usage Charge for a property of a Residential nature, pursuant to Section 502 of the Local Government Act, for 2018/2019 of $2.93 per kilolitre for each kilolitre of water registered, up to a daily average of one (1) kilolitre per occupation for the period read; this is to be known as the Tier 1 (or Step 1) water usage charge.

26.    Make a Water Usage Charge for a property of a Residential nature, pursuant to Section 502 of the Local Government Act, for 2018/2019 of $4.40 per kilolitre for each kilolitre of water registered, over a daily average of one (1) kilolitre per occupation for the period read; this is to be known as the Tier 2 (or Step 2) water usage charge.

27.    Make a Water Usage Charge (Raw Water Supply), pursuant to Section 502 of the Local Government Act, for 2018/2019 of $1.47 per kilolitre for each kilolitre of water registered, up to a daily average of one (1) kilolitre per occupation supplied for the period read, this is to be known as the Tier 1 (or Step 1) raw water usage charge.

28.    Make a Water Usage Charge (Raw Water Supply), pursuant to Section 502 of the Local Government Act, for 2018/2019 of $2.20 per kilolitre for each kilolitre of water registered, over a daily average of one (1) kilolitre per occupation supplied for the period read, this is to be known as the Tier 2 (or Step 2) raw water usage charge.

29.    Make a Water Usage Charge, pursuant to Section 502 of the Local Government Act, for 2018/2019 of $2.93 per kilolitre for each kilolitre of water registered on any meter fitted to any Non-Residential property.

30.    Make a Water Usage Charge, pursuant to Section 502 of the Local Government Act, for 2018/2019 of $8.97 per kilolitre for each kilolitre of water registered on any meter fitted for providing a fire service at a property.

31.    Make a Sewer Usage Charge, pursuant to Section 502 of the Local Government Act, for 2018/2019 of $2.20 per kilolitre.  Sewerage discharge is based on water usage and varies depending on Sewer Discharge Factors (SDF) allocated to individual water meters on individual properties. Usage is generally determined with the use of meters, which in certain circumstances may not be directly connected to Council’s water supply.

32.    Make a Trade Waste Usage Charge (for compliant trade waste discharge – Charge Category 2 generators), pursuant to Section 502 of the Local Government Act, for the 2018/2019 charge period of $1.82 per kilolitre.

33.    Make a Trade Waste Usage Charge (for non-compliant trade waste discharge – Charge Category 1 generators), pursuant to Section 502 of the Local Government Act, for the 2018/2019 charge period of $1.82 per kilolitre.

34.    Make a Trade Waste Usage Charge (for non-compliant trade waste discharge – Charge Category 2 generators), pursuant to Section 502 of the Local Government Act, for the 2018/2019 charge period of $16.65 per kilolitre.

35.    Make an Annual Stormwater Management Service Charge, pursuant to Section 496A of the Local Government Act, for 2018/2019, to be applied against rateable properties categorised as Business or Residential within Council’s stormwater catchments. The amount of the annual charges will be:

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

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

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

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

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

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

36.     Make an Interest Charge of 7.5%, pursuant to Section 566 of the Local Government Act, for 2018/2019 being the maximum amount determined by the Minister for Local Government; calculated daily on a simple basis, on overdue rates and charges (EXCEPT water, sewer and trade waste usage charges).

 

Report

Description of Item:

The rates and annual charges for 2018/19 have to be formally ‘made’ under Section 535 of the Local Government Act, 1993, by Council resolution.  The rates and charges are required to be made by 1 August each year.

 

The Ordinary Rate structure detailed in this report incorporates an increase in Council’s General Income of 2.3% for 2018/19, being the rate peg approved by IPART.

 

The following Rates and Charges are proposed to be ‘made’ for 2018/19:

 

1.    Ordinary (General) Rates (Section 494)

·   Residential – 0.39783 cents in the dollar with a Base amount of $403.00

·   Business – 0.96144 cents in the dollar with a Minimum of $673.00

·   Business (City Centre Business) – 1.42758 cents in the dollar with a Minimum of $654.00

·   Farmland – 0.39783 cents in the dollar with a Base amount of $403.00

 

2.    Environmental (Special) Rate (Section 495)

·   Environmental – 0.01023 cents in the dollar with a Base Amount of $21.97.

 

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

·   Domestic Waste – Occupied - $655.00 per service

·   Domestic Waste – Subsidiary General Waste Charge - $290.00 per service

·   Domestic Waste – Subsidiary Recycling Charge - $107.00 per service

·   Domestic Waste – Subsidiary Recycling Upgrade Charge - $39.00 per upgrade

·   Domestic Waste – Subsidiary Organic Waste Charge - $184.00 per service

·   Domestic Waste – Supply of Bins Charge - $109.00 per service

·   Domestic Waste – Bins Reinstatement Fee - $100.00 per bin

·   Domestic Waste – Vacant Land - $164.00 per assessment

·   Non-Domestic Waste – Occupied - $655.00 per service

·   Non-Domestic Waste – Subsidiary General Waste Charge - $290.00 per service

·   Non-Domestic Waste – Subsidiary Recycling Charge - $107.00 per service

·   Non-Domestic Waste – Subsidiary Recycling Upgrade Charge - $39.00 per upgrade

·   Non-Domestic Waste – Subsidiary Organic Waste Charge - $184.00 per service

·   Non-Domestic Waste – Supply of Bins Charge - $109.00 per service

·   Non-Domestic Waste – Bin Reinstatement Fee - $100.00 per bin

·   Non-Domestic Waste – Vacant Land - $164.00 per assessment

·   Non-Domestic Waste (Non-Rateable) - $655.00 per service

·   Non-Domestic Waste (Non-Rateable) – Subsidiary General Waste Charge - $290.00 per service

·   Non-Domestic Waste (Non-Rateable) – Subsidiary Recycling Charge - $107.00 per service

·   Non-Domestic Waste (Non-Rateable) – Subsidiary Recycling Upgrade Charge - $39.00 per upgrade

·   Non-Domestic Waste (Non-Rateable) – Subsidiary Organic Waste Charge - $184.00 per service

·   Non-Domestic Waste (Non-Rateable) – Supply of Bins Charge - $109.00 per service

·   Non-Domestic Waste (Non-Rateable) –  Bin Reinstatement Fee - $100.00 per bin

 

4.    Sewerage Access Charges (Sections 501 and 502)

·   Residential Properties - $838.00 per occupation

·   Non-Residential Properties - Calculated using the formula: SDF x MF x AC (with a minimum charge of $578.00)

 

Where:     SDF = Sewer Discharge Factor

MF = Meter Factor (see table below)

AC Factor = Access Charge = $820.00

 

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

Nil

 

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

·   Residential Vacant - $578.00 per assessment

·   Non-Residential Vacant - $578.00 per assessment

 

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

·   $136.00 per sewer pump station

 

7.    Onsite Sewage Administration Fee (Section 608)

·   $34.00 per system (low risk)

·   $68.00 per system (medium risk)

·   $204.00 per system (high risk)

 

8.    Water Access Charges (Sections 501 and 552)

·   Residential Properties - $145.00 per occupation

·   Non-Residential Properties - $145.00 per meter factor (MF) (see table below)    

·   Water Backflow Charge (Residential) - $15.75 per testable backflow device

·   Water Backflow Charge (Non-Residential) - $63.00 for the first testable backflow device then $15.75 for any additional testable devices.

 

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

Meter Size

(in mm)

Meter

Factor

15

1.00

40

4.00

100

25.00

20

1.00

50

6.30

150

56.30

25

1.60

65

10.60

200

100.00

32

2.60

80

16.00

Fire Service

1.00

 

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

·   Residential Vacant - $145.00 per assessment

·   Non-Residential Vacant - $145.00 per assessment

 

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

·   $486.00 per service

 

11.  Effluent Charge (Special) (Section 501)

·   $838.00 per service

 

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

·   1 generator - $209.00

·   2 to 4 generators - $418.00

·   5 to 9 generators - $993.00

·   10 to 14 generators - $1,934.00

·   15 to 19 generators - $2,875.00

·   20 to 24 generators - $3,764.00

·   25 to 29 generators - $4,600.00

·   30 to 34 generators - $5,437.00

·   > 34 generators - $6,273.00

·   Dump Point - $418.00

 

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

·   Tier 1 (up to 1KL per day, averaged over reading period) - $2.93 per kilolitre

·   Tier 2 (over 1KL per day) - $4.40 per kilolitre

 

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

·   $2.93 per kilolitre for all water used

 

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

·   Tier 1 (up to 1KL per day, averaged over reading period) - $1.47 per kilolitre

·   Tier 2 (over 1KL per day) - $2.20 per kilolitre

 

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

·   $8.97 per kilolitre for all water used (except for usage, supported by evidence related to fire fighting)

 

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

·   Sewer Discharge Factor (SDF) x $2.20 per kilolitre (based on water usage)

 

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

Non-Compliant trade waste discharge for Charge Category 1 generators

·   Trade Waste Discharge Factor (TWDF) x $1.82 per KL (based on water usage)

 

Compliant trade waste discharge for Charge Category 2 generators

·   Trade Waste Discharge Factor (TWDF) x $1.82 per KL (based on water usage)

 

Non-Compliant trade waste discharge for Charge Category 2 generators

·   Trade Waste Discharge Factor (TWDF) x $16.65 per KL (based on water usage)

 

19.  Stormwater Service Charges (Section 496A)

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

·   Residential Strata Units - $12.50 per property

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

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

·   Business Strata Units (in a complex having business units only) – $12.50 per property (amounts based on land area and unit entitlement) – Minimum charge of $5.00 applies to each unit.

 

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

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

Issues:

This report seeks adoption of Rates and Charges which are required to achieve income yields in support of Council’s 2018/19 Operational Plan.

Options:

This report is to enable Council to ‘make’ its Rates and Charges for 2018/19 under Section 535 of the Local Government Act, 1993 so they can be levied and issued within required timeframes.  At this time, the following options are available to Council:

 

1.    Adopt the recommendation provided to Council, which this will enable Council to levy the Rates and Charges for 2018/19 as specified.

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

3.    Reject the recommendation provided to Council. If the proposed Rates and Charges for 2018/19 detailed in this report are not ‘made’ by Council adoption, another report detailing an alternate structure will need to be considered by Council before the end of July 2018 to enable rate notices for 2018/19 to be issued within the required timeframe.

Sustainability Assessment:

•     Environment

There are no related environmental implications for Council.

•     Social

There are no related social implications for Council.

•     Civic Leadership

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

•     Economic – Broader Economic Implications

Council’s Rates and Charges must be adopted by Council so that rate notices and usage accounts can be issued in 2018/19.  Failure to issue such accounts would detrimentally affect Council’s ability to fund expenditure and deliver services.

•     Economic - Delivery Program/Operational Plan Implications

The Rates and Charges detailed in this report will generate anticipated income for 2018/19 in support of Council’s ongoing financial strategy through the Long Term Financial Plan to achieve financial sustainability.

Risk Analysis:

Rates and Charges are required by legislation to be adopted (made) by Council before being levied for 2018/19.  Failure to levy these rates and charges would detrimentally affect Council’s ability to deliver essential services.

Consultation:

The rates and charges in this report have been considered as part of the preparation and adoption of Council’s 2018/19 Operational Plan.

Related Policy, Precedents and / or Statutory Requirements:

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

Implementation Date / Priority:

The rates and charges detailed in this report will apply to the 2018/19 financial year.

Conclusion:

This report summarises the Rates and Charges to be ‘made’ for 2018/19 pursuant to Sections 494-496, 501-502 and 608 of the Local Government Act 1993 in support of Council’s ongoing financial strategy through the Long Term Financial Plan to achieve financial sustainability.

 

 


BS18/40       Granting of Voluntary Pension Rebates for 2018/19

Author:                        Section Leader Financial Support

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              Nil

 

Executive Summary

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

 

Since 2002 Council has granted additional voluntary pensioner rebates to eligible pensioners in respect of the Environmental Levy and Domestic Waste Charges.  The granting of these additional rebates is resolved by Council on an annual basis and is provided for in the 2018/19 budget at a cost of $638,000.

 

 

Recommendation:

That Council:

1.       Grants a voluntary rebate under Section 582 of the Local Government Act in 2018/2019 to eligible pensioners in respect of the Environmental Levy and Domestic Waste charges.  The level of rebate to be:

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

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

2.       Notes the provision of $638,000 in the 2018/2019 budget to meet the cost of providing voluntary pension rebates.

 

Report

Description of Item:

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

 

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

 

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

Issues:

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

 

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

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

 

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

Options:

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

 

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

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

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

Sustainability Assessment:

•     Environment

There are no environmental impacts.

•     Social

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

 

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

 

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

•     Civic Leadership

The granting of voluntary pensioner rebates supports a number of objectives that have been identified within the MyCoffs Community Strategic Plan and is connected to the theme ‘a thriving and sustainable local community’ within the plan.

•     Economic – Broader Economic Implications

Council must also provide mandatory rebates in 2018/19 for Ordinary (General) Rates (approximately $1,675,000), Water charges (approximately $480,000) and Sewer charges (approximately $465,000) - a total of approximately $2.62 million.

 

The State Government currently provides a grant equivalent to 55% of the mandatory rebates.  This will leave Council bearing a cost of approximately $1,179,000 for the mandatory rebates.  When added to the cost of voluntary rebates the total cost to Council for 2018/19 will be approximately $1,817,000.

•     Economic - Delivery Program/Operational Plan Implications

The total cost of the voluntary rebates is built into the Operational Plan and Budget at $638,000 ($512,000 for Domestic Waste and $126,000 for the Environmental Levy).  The rates and charges structure for 2018/19 has been set to take this into account.

Risk Analysis:

There are no identified risks in continuing the current Rates and Charges – Pensioner Concessions Policy.

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

Council's Rates and Charges - Pensioner Concessions Policy adopted on 14 September 2017 provides for the granting of a voluntary rebate on Domestic Waste charges and the Environmental Levy, where applicable, subject to a maximum amount specified through a resolution of Council each year.

Implementation Date / Priority:

The proposed voluntary pensioner rebates detailed in this report will apply for the 2018/19 financial year.

Conclusion:

This report summarises the mandatory and voluntary rebates for eligible pensioners for 2018/19 for Council’s consideration and recommends that the application of the voluntary rebate to eligible pensioners.

 


BS18/41       Environmental Levy Major Strategic Projects 2018-2021

Author:                        Grant Administration Officer

Authoriser:                  Director Business Services

MyCoffs:                      C.2 A natural environment sustained for the future

Attachments:              ATT1  BS18/41   Environmental Levy Major Strategic Program / Project Proposals  

 

Executive Summary

At its meeting on 10 May 2018 Council adopted a new Environmental Levy (EL) Policy. As part of this resolution there were eight Major Strategic Programs / Projects identified for consideration, for the remaining term of Council’s Delivery Program.

 

The EL funding allocated for Major Strategic Programs / Projects pool is 75% of the total Environmental Levy funding pool. Based on the proposals received and the financial analysis conducted, all requests for funding can be met for the remaining three years. Based on projections there will be a small surplus of unallocated funds within the Major Strategic Programs / Projects pool, which will be available to fund any emergent expenditure in the major strategic pool as determined in the future by Council.

 

 

Recommendation:

That Council:

1.   Approves the following funding allocations for the Environmental Levy Major Strategic Programs / Projects, for the remaining three years of Council’s current Delivery Program:

Major Strategic Programs / Projects

2018/19

2019/20

2020/21

EL Coordination

64,993

66,943

68,951

Improving Diversity with CHCC Bushland Reserves

200,000

206,000

212,180

Management of Key Environmental Within Council Managed Lands

100,000

103,000

106,090

Conservation & Sustainable Management of Biodiversity

120,000

123,600

127,308

Orara River Rehabilitation Project

200,000

202,700

205,449

Supporting Community Landcare Action in the Coffs Harbour LGA

190,328

223,411

227,267

Community Sustainable Living Program

100,000

103,000

106,090

North Coast Regional Botanic Garden Education Officer

20,000

20,600

21,218

Total

$995,321

$1,049,254

$1,074,553

 

2.   Notes the following Unallocated Funds to be held in reserve and considered for possible future allocation.

 

2018/19

2019/20

2020/21

Unallocated Funds

49,790

19,855

15,891

 

Report

Description of Item:

Project proposals (attached) were requested from project managers for potential Major Strategic Programs / Projects identified in the new EL policy, together with Coffs Harbour Regional Landcare and Orara Valley Rivercare. A summary of Major Strategic Programs / Projects submitted, together with the related area(s) from the EL Policy (in brackets), is as follows:

 

·    EL Coordination (EL & ELGP Coordination)

To deliver a transparent and effective program that provides a direct benefit to the local environment. To help facilitate a streamlined Environmental Levy Program, by assisting internal project managers, community organisations and the ELGP panel.

 

·    Improving Diversity with CHCC Bushland Reserves (Bush Regeneration)

Council currently manages over 2000Ha of natural area reserves. These reserves form a network of important local and regional environmental corridors, connecting coastal areas to larger private and public land holdings to the west.

 

·    Management of Key Environmental Weeds Within Council Managed Lands (Weeds Management)

The project aims to reduce the impact that weeds have on the biodiversity and ecological integrity of vegetation and waterways. Controlling the infestations of weeds provides an opportunity for the revegetation and regeneration of Coffs Harbour open spaces and natural areas.

 

·    Conservation & Sustainable Management of Biodiversity (Biodiversity Strategies)

Implement high priority actions in Council’s Biodiversity Action Strategy. The project will also progress biodiversity strategy and policy improvements including Coastal Management Plans.

 

·    Orara River Rehabilitation Project (Waterway Health Initiatives)

The project rehabilitates the riparian zone of the Orara River and its tributaries within the Coffs Harbour LGA through weed control, bush regeneration, provision of fencing and water troughs for livestock exclusion, and structural erosion control works.

 

·    Supporting Community Landcare Action in the Coffs Harbour LGA (Bush Regeneration, Environmental Weed Management, Coastal Initiatives, Environmental Education)

This program will support and manage over 300 Landcare volunteers who are working on 33 sites across Council reserves and Regional parklands in the Coffs Harbour LGA. This project greatly assists the land managers, to meet their environmental management objectives.

 

·    Community Sustainable Living Program (Environmental Education)

To change and influence behaviours and daily practices that protect and rehabilitate the natural environment.  We promote messages, themes and actions that inspire and build community awareness, skills and capacity to live more sustainably and meet our vision for a connected, sustainable and thriving community.

 

·    North Coast Regional Botanic Garden Education Officer (Environmental Education)

To develop educational activities that meet school curriculum, to be delivered within the Botanical Gardens. The objective is to provide assistance to the Curator in the development of interpretive boards, activities and events throughout the garden.

 

The funding requested over the remaining three years of Council’s Delivery Program together with the funding sources is detailed in the tables below.


 

Environmental Levy Major Strategic Programs / Projects for Three Years

 

Major Strategic Program / Project

Amount Requested 2018/19

Amount Requested 2019/20

Amount Requested 2020/21

EL Coordination

64,993

66,943

68,951

Improving Diversity with CHCC Bushland Reserves

200,000

206,000

212,180

Management of Key Environmental Within Council Managed Lands

100,000

103,000

106,090

Conservation & Sustainable Management of Biodiversity

120,000

123,600

127,308

Orara River Rehabilitation Project

200,000

202,700

205,449

Supporting Community Landcare Action in the Coffs Harbour LGA

190,328

223,411

227,267

Community Sustainable Living Program

100,000

103,000

106,090

North Coast Regional Botanic Garden Education Officer

20,000

20,600

21,218

Total

995,321

1,049,254

1,074,553

Unallocated Funds

49,790

19,855

15,891

 

Funding Source and Allocation

2018/19 Budget

2019/20 Budget

2020/21 Budget

Environmental Levy

1,326,814

1,358,812

1,387,258

Water Fund Contribution

50,000

50,000

50,000

Total

1,376,814

1,408,812

1,437,258

Major Strategic Pool (75% plus water contribution)

1,045,111

1,069,109

1,090,444

Community ELGP (25%)

331,703

339,703

346,814

Total

1,376,814

1,408,812

1,437,258

 

Based on the proposals received and the financial analysis conducted, all requests for funding can be met for the remaining three years of Council’s Delivery Program. Based on projections there will be a small surplus of unallocated funds within the Major Strategic Programs / Projects pool, which will be available to fund any emergent expenditure in the major strategic pool as determined in the future by Council.

Issues:

At its meeting on 24 May 2018 Council resolved:

 

Council staff investigate the feasibility and desirability of significantly increasing the contribution made by CHCC’s Water Fund to waterway health initiatives.

 

As there currently is a small surplus of unallocated funds within the Major Strategic Programs / Projects pool and the community based Environmental Levy Grants Program has yet to be finalised, there is currently no requirement for an increase in the Water Fund contribution.  However, this will be re-evaluated once the Environmental Levy Grants Program is finalised for 2018/19 should additional funds be required for water related projects. 

 

Also, It was highlighted in the Orara Valley Rivercare proposal that in the event of emergency works required, for example due to significant floods, that extra funds would provide much needed assistance. An increase to the Water Fund contribution could be considered over and above the current $50,000 contribution for this purpose. It is suggested that in such an event, that a proposal be submitted by Orara Valley Rivercare for Council’s consideration.

Options:

The following options are available to Council:

 

1.    Adopt the allocation of funds to the EL Major Strategic Programs / Projects as recommended.

2.    Amend the allocation of funds to the EL Major Strategic Programs / Projects. This may postpone action on the delivery of the 2018/19 projects within the broader EL Program.

Sustainability Assessment:

•     Environment

The EL Program funds a combination of major Council projects and initiatives and community projects, which collectively deliver on the environmental objectives in the MyCoffs Community Strategic Plan.

•     Social

The EL Program provides support for community organisations through a dedicated environmental grants pool as well as partnership opportunities in relation to Council supported initiatives. This assists in building community capacity, involvement and ownership of the projects, and promotes improved environmental outcomes.

•     Civic Leadership

Council’s EL Program seeks to promote sound environmental practices and promotes leadership and involvement in key environmental issues, which accords with MyCoffs Community Strategic Plan theme - A natural environment sustained for the future

•     Economic – Broader Economic Implications

The EL Program is funded through a special rate. A 75% split has been allocated and identified for Major Strategic Programs / Projects. The EL Program funds environmental projects that would not otherwise be undertaken within Council’s operating funding.

•     Economic - Delivery Program/Operational Plan Implications

It is estimated that a total of $1,376,814 will be available for the EL Program in 2018/19. This includes income from the 2018/19 EL (Special Rate) and a contribution from the Water Fund of $50,000 towards the Orara River rehabilitation works. Calculations for the subsequent years have been supplied in the above tables. As previously mentioned, an increase to the $50,000 Water Fund provision could further be considered, if an emergency funding request is initiated by the Orara Valley Rivercare.

Risk Analysis:

Based on the recommended allocations in this report the EL major funding pool will remain in surplus over the remaining Delivery Program term.

Consultation:

Program / project proposals have been requested by Council project managers, Coffs Harbour Regional Landcare and Orara Valley Rivercare to be considered for funding for the remaining three years of Council’s Delivery Program.

Related Policy, Precedents and / or Statutory Requirements:

·    EL Policy

Implementation Date / Priority:

If the recommendations in this report are adopted, the relevant project managers and organisations will be notified with initial funding to follow early in the 2018/19 financial year.

Conclusion:

The proposed EL Major Strategic Programs / Projects allocations are now presented to Council for consideration and approval. The requests are in line with the new EL Policy and will assist Council in meeting its strategic environmental objectives as outlined in the MyCoffs Community Strategic Plan.

 

 


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BS18/42       Coffs Harbour Regional Airport Governance and Management Options

Author:                        Director Business Services

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/42   Coffs Harbour Regional Airport Governance/Management Options Evaluation Report  

 

Executive Summary

At its meeting on 23 November 2017, Council endorsed the undertaking of an options study to inform consideration of future governance and management options for Coffs Harbour Regional Airport (CHRA).

 

Consultants, The Airport Group, were engaged in March 2018 to undertake the study and their report (refer Attachment 1) is now provided to Council for consideration. The report sets out a comprehensive list of the various options available through which a public infrastructure asset such as an airport can be operated and managed. For each of these options a case study is provided of where these models have been seen by the consultants to operate in practice. The report also outlines a high-level overview of the legal implications and processes required to implement them.

 

As a result of these initial steps, the consultants subsequently dismissed a number of options, which were deemed not currently suited to CHRA. Therefore, the more in-depth analysis focusses on the options that are considered potentially workable in the current environment. Each of these options was assessed by the consultants against a number of key objectives for the future operation of the airport, which were derived from discussion with the Airport Focus Group and Council.

 

The report recommends that further work be done on both the airport management contract model and airport lease model to gauge readiness for implementation of both of these options. This work will also allow Council to obtain a better understanding of current market interest and potential pricing, costs and time required to implement each of the models.

 

The completion of the options investigation will ensure Council is fully informed to make a decision on the governance and management arrangements for CHRA.

 

 

Recommendation:

That Council undertakes further investigation of the Airport Management Contract and Leasehold models to support Council making a fully informed decision on the governance and management arrangements for Coffs Harbour Regional Airport.

 

Report

Description of Item:

Management options have previously been reviewed, the last being in May 2013, with a comparative assessment of various models.  Three models were compared being a Council Business Unit Model, a Management Contract Model and a Private Sector Concession Model (or Public Private Partnership).  Although the report did not clearly recommend an option, the Private Sector Concession Model scored highest in the evaluation.

 

Council has to date pursued a mixed model with a Management Contract for the Airport Manager and the operations undertaken through a Council business unit.

 

At its meeting on 23 November 2017, Council endorsed the undertaking of an options study to inform consideration of future governance and management options for Coffs Harbour Regional Airport (CHRA).

 

Consultants, The Airport Group, were engaged in March 2018 to undertake the study and their report (refer Attachment 1) is now provided to Council for consideration. The report sets out a comprehensive list of the various options available through which a public infrastructure asset such as an airport can be operated and managed. For each of these options a case study is provided of where these models have been seen by the consultants to operate in practice. The report also outlines a high-level overview of the legal implications and processes required to implement them.

 

As a result of these initial steps, the consultants subsequently dismissed a number of options, which were deemed not currently suited to CHRA. Therefore, the more in-depth analysis focusses on the options that are considered potentially workable in the current environment. These are:

 

1.    Council operated Airport;

2.    Airport management contract with a third-party operator;

3.    Transfer of the Airport operations into a Council owned Corporate entity; and

4.    Long term lease of the Airport to third-party investor/operator.

 

Each of these options was assessed by the consultants against a number of key objectives for the future operation of the airport, which were derived from discussion with the Airport Focus Group and Council. The objectives were categorised as community objectives, financial objectives, operational objectives, risk management objectives, regulatory objectives and regional contribution objectives.

Issues:

The report advises that continuing with the current model of a Council operated Airport (albeit with a third-party contract to the Airport Manager) is not feasible given the looming expiry of the existing contract, and most importantly, that  does it meet the majority of the agreed objectives.

 

A closer analysis of the three remaining options by the consultants indicates that the majority of the objectives would be achieved through a full contracting of airport management and corporatisation. However, in the consultants’ view, only the leasing option meets all of the stated objectives. The key reason provided is that it provides the ability to obtain an upfront capital injection, alleviates Council’s requirement to fund the ongoing capital expenditure commitments and fully removes the operational and regulatory risks of running an airport from Council, which the other models do not.

 

The consultants advise that they do not consider the corporatisation model warrants further investigation for the following reasons:

 

·     Whilst it achieves many of the objectives, it is considerably more complicated and expensive to implement than contract management and does not provide the financial benefits of separation from Council comparable to the leasehold model;

·     Council owned corporate entities are typically unable to harness the efficiency and expertise of the private sector;

·     It is difficult to eliminate political interference; and

·     It can be difficult to be competitive from a labour market perspective in the corporatised model.

 

The report recommends that further work be done on both the airport management contract model and airport lease model to gauge readiness for implementation of both of these options. This work will also allow Council to obtain a better understanding of current market interest and potential pricing, costs and time required to implement each of the models.

Options:

In relation to this report Council has the following options.

 

1.    Adopt the recommendation provided to Council and proceed with further investigation of the Airport Management Contract and Leasehold models to support Council making a fully informed decision on the governance and management arrangements for CHRA.

2.    Amend the recommendation by adding or subtracting particular governance and management models for further investigation. This option is not recommended as it is not supported by the consultants’ findings to date.

3.    Reject the recommendation provided to Council. This option will not provide Council will the information to make a fully informed decision on the governance and management arrangements for CHRA. It will also leave the long term management issue unresolved and is therefore not recommended.

Sustainability Assessment:

•     Environment

There are no environmental impacts as a result of the recommendation in this report to undertake further investigation of governance and management models for CHRA.

•     Social

There are no social impacts as a result of the recommendation in this report to undertake further investigation of governance and management models for CHRA. Community objectives were also used in the study to evaluate model options.

•     Civic Leadership

The evaluation of alternative governance and management options for CHRA on an evidence-based approach demonstrates a strategic approach to addressing existing issues and long term requirements to ensure the continued growth and prosperity of the airport.  This approach is consistent with the MyCoffs Community Strategic Plan objective:

 

·      D2.1 We effectively manage the planning and provision of regional public services and infrastructure.

•     Economic – Broader Economic Implications

The ongoing growth of CHRA will continue to place demands on Council’s financial and staff resources.  Addressing the long term governance and management arrangements for CHRA will ensure that the airport can continue its contribution to Council, services to the community and contribution to the economic growth of the region. Regional contribution objectives were also used in the study to evaluate model options.

•     Economic - Delivery Program/Operational Plan Implications

The cost of a fulsome options study was estimated to be in the order of $100,000 to be funded from the Strategic Initiatives Reserve. To date approximately $50,000 has been committed, so there are sufficient funds available to complete the investigation of governance and management models for CHRA.

Financial and Operational objectives were also used in the study to evaluate model options.

Risk Analysis:

The current governance and management arrangements have Council as the owner and operator carrying the full risk associated with CHRA.  The risk management objectives used in the study specifically evaluated model options against their ability to minimise Council’s exposure to operational, financial, management and compliance risks.

Consultation:

During the current options study two workshop briefings have been provided to Council and to the Airport Focus Group.

Related Policy, Precedents and / or Statutory Requirements:

CHRA’s land holdings are freehold property classified as operational land.  The land holdings are subject to a Deed of Agreement with the Commonwealth. These aspects are taken into account in the options study. Regulatory objectives were also used in the study to evaluate model options.

Implementation Date / Priority:

Once Council adopts the recommendation, the current consultants will be requested to complete the investigation of options in the next 2-3 months.

Conclusion:

Exploring the long term governance and management options provides an evidence-based approach to assessing the best option moving forward.  This has been progress through an initial options study undertaken by consultants, The Airport Group. The completion of the options investigation will ensure Council is fully informed to make a decision on the governance and management arrangements for CHRA.

 

 

 


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SC18/22       2018/19 Community Capital Infrastructure Grants Program

Author:                        Community Planning & Engagement Specialist

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.2 A community achieving its potential

Attachments:              ATT1  SC18/22   2018/19 Community Capital Infrastructure Grants Program - Project Summary  

 

Executive Summary

Council’s 2018/19 Operational Plan allocates an amount of $318,270 for the Community Capital Infrastructure Grant Program to fund community infrastructure projects. Council sought applications from not-for-profit organisations seeking to construct new public facilities or to refurbish existing infrastructure.

Twelve applications, requesting $293,337 from the grant, were received for proposed projects to the value of $701,880. Council considered all applications in accordance with the assessment criteria and eleven applications for an amount of $266,050 are recommended for funding, plus provision of $2,180 for project management by Council staff.

Given that there is a relatively small balance remaining of $50,040, and that administering the grant process is resource intensive, a second round of this Program for 2018/19 is not recommended.

As small Section 355 Committees of Council, many Council community halls do not have the capacity to provide match funding to support an application to the Community Capital Infrastructure Grants Program for works required. It is therefore also recommended that funds from the balance of $50,040 are allocated for community facility upgrades.

 

Recommendation:

That Council:

1.       Approve the allocation of Community Capital Infrastructure Grants totalling $268,230 as follows:

Organisation

Proposed Project

Total Cost of Project

($)

Requested Council Funding

($)

Funding Recommended

($)

1.   Rotary Club of Coffs Harbour Ltd

Jetty Foreshores shade/picnic shelters (x2) from the ‘Gallow’s’ carpark to the southern wall

63,000

31,500

31,500

2.   Woolgoolga Surf Lifesaving Club Inc.

Fit-out of function room including commercial kitchen and kiosk (component of total build)

205,304

102,652

102,500

3.   Marine Rescue Woolgoolga

Solar PV power to new building at Arrawarra

5,945

2,972

2,700

4.   Gumnut Cottage Childcare Centre

Renovation of pre-school room bathroom

26,000

13,000

13,000

5.   Red Rock Corindi Surf Lifesaving Club Inc.

Installation of new hot water service to surf club amenities

6,200

3,100

2,800

6.   Coffs Harbour Showground & Public Recreation Trust

Two sets of portable seating for use at the showgrounds and at community events such as Anzac Day

25,396

12,608

11,500

7.   South Coffs Community Gardens Inc.

Community pavilion and pathways

18,357

8,981

9,000

8.   England’s Park Tennis Club Inc.

Upgrade of synthetic surface on courts 1 and 2

60,630

20,000

20,000

9.   Coramba Community Hall

Preservation and conservation of Coramba Hall Honour Roll

17,500

8,750

8,750

10.  Sawtell Catholic Care of the Aged

‘The Link’ Community Space

202,000

54,000

54,000

11.  Sawtell Surf Life Saving Club Inc.

Repairs to the Balcony of Sawtell SLSC

39,968

19,984

10,300

Project Management by Council Staff

 

 

2,180

Total:

$701,880

$293,337

$268,230

2.       Approve the allocation of the balance of the Program towards the upgrade of Community Facilities

Community Facility Upgrades

Total Cost

($)

Coramba Hall:

·  9KW Heating and cooling air conditioning system - $8,940

·  Upgrade of switchboard - $2,000

·  Coin operated device - $1,450

12,390

Toormina Community Centre:

·  Heating and cooling air conditioning system - $6,300

·  Coin operated device - $1,350

7,650

Lowanna Community Hall:

·  Construction of an accessible bathroom, including connection to septic system

20,000

Replacement signage - Coramba Hall, Boambee East Community Centre, Ayrshire Park Sportsground, Nana Glen Showground and Equestrian, and Eastern Dorrigo Showground and Community Hall

10,000

Total:

50,040

 

Report

Description of Item:

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

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

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

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

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

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

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

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

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

All projects must be completed within one year of the organisation being granted the funds, in accordance with the timeframe set in the application; and Council requires formal acquittal of the grant for all funding.

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

Issues:

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

Of the applications received for the 2018/19 Program, eleven proposals are recommended for funding, totalling $268,230 inclusive of a provision for project management by Council; leaving a balance of $50,040. 

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

Organisation

Proposed Project

Total Cost of Project

($)

Requested Council Funding

($)

Funding Recommended

($)

Rotary Club of Coffs Harbour Ltd

Jetty Foreshores shade/picnic shelters (x2) from the ‘Gallow’s’ carpark to the southern wall

63,000

31,500

31,500

Woolgoolga Surf Lifesaving Club Inc.

Fit-out of function room including commercial kitchen and kiosk (component of total build)

205,304

102,652

102,500

Marine Rescue Woolgoolga

Solar PV power to new building at Arrawarra

5,945

2,972

2,700

Gumnut Cottage Childcare Centre

Renovation of pre-school room bathroom

26,000

13,000

13,000

Red Rock Corindi Surf Lifesaving Club Inc.

Installation of new hot water service to surf club amenities

6,200

3,100

2,800

Coffs Harbour Showground & Public Recreation Trust

Two sets of portable seating for use at the showgrounds and at community events such as Anzac Day

25,396

12,608

11,500

South Coffs Community Gardens Inc.

Community pavilion and pathways

18,357

8,981

9,000

England’s Park Tennis Club Inc.

Upgrade of synthetic surface on courts 1 and 2

60,630

20,000

20,000

Coramba Community Hall

Preservation and conservation of Coramba Hall Honour Roll

17,500

8,750

8,750

Sawtell Catholic Care of the Aged

‘The Link’ Community Space

202,000

54,000

54,000

Sawtell Surf Life Saving Club Inc.

Repairs to the Balcony of Sawtell SLSC

39,968

19,984

10.300

Project Management by Council Staff

 

 

2,180

Total:

701,880

293,337

268,230

Given that there is a relatively small balance remaining of $50,040, and that administering the grant process is resource intensive, a second round of this Program for 2018/19 is not recommended.

As small Section 355 Committees of Council, many Council community halls do not have the capacity to provide match funding to support an application to the Community Capital Infrastructure Grants Program for works required. It is therefore also recommended that funds from the balance of $50,040 are allocated for the following urgent community facility upgrades:

Community Facility Upgrades

Total Cost

($)

Coramba Hall:

·  9KW Heating & Cooling Air Conditioning System - $8,940

·  Upgrade of Switchboard - $2,000

·  Coin Operated Device - $1,450

12,390

Toormina Community Centre:   

·  Heating & Cooling Air Conditioning System - $6,300

·  Coin Operated Device - $1,350

7,650

Lowanna Community Hall:

·  Construction of an accessible bathroom, including connection to septic system

20,000

Replacement signage - Coramba Hall, Boambee East Community Centre, Ayrshire Park Sportsground, Nana Glen Showground & Equestrian, and Eastern Dorrigo Showground and Community Hall

10,000

Total:

50,040

 

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

Proposed unsuccessful applications:

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

Organisation

Proposed Project

Total Cost of Project

($)

Requested Council Funding

($)

Funding Recommended

($)

Sawtell Golf Club

Golf cart paths

31,580

15,790

0

 

Two quotations were provided by the applicant; however, the review and assessment panels considered that the application and accompanying quotations did not provide sufficient detail as to the location and design of the proposed pathways to be constructed.

As such, this application is not recommended for funding in this current grant program. Council will continue to liaise with the Club to develop this proposal, so that the Club may be able to submit an application in either further rounds of grants offered by Council or alternatively other funding sources.

Options:

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

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

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

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

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

Assessment of the Community Capital Infrastructure Grants Program is informed by the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

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

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

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

•     Economic - Delivery Program/Operational Plan Implications

The funds for this Program are included in the 2018/19 Operational Plan.

Risk Analysis:

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

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

The guidelines for the Program include provisions relating to financial reporting, governance and a structured schedule to ensure the grantees fulfil the objectives of their application. A formal acquittal of the grant is required on completion of the project.

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

The initial Community Grants Program commenced in 2013/14 with a budget allocation of $100,000, and has been undertaken every year since with the Program budget increasing to the current provision of $318,270 in 2018/19.

Implementation Date / Priority:

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

Conclusion:

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

 


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SC18/23       Coffs Creek and Park Beach Flood Study and Park Beach Flood Risk Management Plan - Final

Author:                        Waterway Engineer

Authoriser:                  Director Sustainable Communities

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

Attachments:              ATT1  SC18/23   Coffs Creek and Park Beach Flood Study - May 2018

ATT2  SC18/23   Coffs Creek and Park Beach Flood Study Mapping Compendium

ATT3  SC18/23   Park Beach Management Options Assessment - May 2018  

 

Executive Summary

Council approved the Draft Coffs Creek and Park Beach Flood Study – February 2018, accompanying maps and the Draft Park Beach Management Options Assessment – February 2018 for public exhibition at its meeting on 22 February 2018. The Public Exhibition period ran from 28 February 2018 to 30 March 2018.

No submissions were received during the exhibition period. As no submissions were received, no changes have been made to the documents.

This report recommends that Council adopt the Coffs Creek and Park Beach Flood Study – May 2018 and the Park Beach Management Options Assessment – May 2018.

 

Recommendation:

That Council:

1.       Endorse Coffs Creek and Park Beach Flood Study – May 2018 (Attachment 1) and accompanying maps (Attachment 2).

2.       Endorse Park Beach Management Options Assessment – May 2018 (Attachment 3).

 

Report

Description of Item:

The Draft Coffs Creek and Park Beach Flood Study – February 2018, accompanying maps and the Draft Park Beach Management Options Assessment – February 2018 were reported to Council on 22 February 2018. At that meeting, it was resolved that Council:

1.   Endorse draft Coffs Creek and Park Beach Flood Study – February 2018 (Attachment 1) and accompanying maps (Attachment 2) and place them on public exhibition for a period of 28 days.

2.   Endorse draft Park Beach Management Options Assessment – February 2018 (Attachment 3) and place it on public exhibition for a period of 28 days.

3.   Note that a further report will be brought back to Council for consideration following the public exhibition of the draft documents.

This report brings the Coffs Creek and Park Beach Flood Study – May 2018 and the Park Beach Management Options Assessment – May 2018 back to Council for final adoption following the public exhibition, in accordance with the resolution.

No submissions were received during the exhibition period. As no submissions were received, no changes have been made to the documents.

Issues:

The State Government’s Flood Prone Land Policy 2005 requires that the management of flood liable land remains the responsibility of local government. The state government subsidises flood mitigation works to alleviate existing problems and to provide specialist technical advice to assist Councils in the discharge of their floodplain management responsibilities. Under this process, Councils must prepare a Flood Study followed by a Floodplain Risk Management Study (FRMS) and Floodplain Risk Management Plan (FRMP). Once a flood study and plan is completed and adopted, Councils can then seek funding from State and Federal governments to implement the Plan.

Coffs Harbour has a long history of flooding. The floods of March 2009 and November 1996 are among the largest on record. The Coffs Creek catchment is prone to severe flash flooding as it is a relatively small catchment with steep upper slopes, a high level of urban development on the floodplain and the tendency for high rainfall.

Previous flood studies have been undertaken for different sections of the Coffs Creek catchment. These studies are 10 to 20 years old. Data collection in the intervening period provides an improved understanding of extreme rainfall conditions in the catchment. More accurate terrain data has also been obtained and the sophistication of computer flood modelling has significantly improved.  Extensive flood mitigation works have also been completed in recent years.

The Coffs Creek and Park Beach Flood Study – May 2018 (Attachment 1) uses improved rainfall data, digital terrain data, and 2D computer modelling to assess the impact of the detention basins, and other recent works, and refine our understanding of flood behaviour in the Coffs Creek catchment as a whole. The study establishes the basis for improved assessment of future floodplain management options. The study also provides more accurate GIS-based flood mapping which will be used to update Council’s online mapping resource.

The new flood model provides a good match between estimated levels and observed flood levels from 1996 and 2009 with consideration of the impacts of the basins. The model has found the detention basins are typically providing flood level reductions in the order of 200mm – 600mm in sections of the mid-upper reaches of Coffs Creek in the vicinity of the basins; and reductions in the order of 200-400mm around the Coffs CBD.

Coffs Creek and Park Beach Flood Study – Mapping Compendium – May 2018 (Attachment 2) contains detailed mapping of flood extents, levels, depths, and velocities for the 1 in 20, 50, 100, 200 and 500 year flood events, as well as the PMF (Probable Maximum Flood) event. The document also includes flood hazard mapping for the 1 in 100 year event.

Park Beach Management Options Assessment – May 2018 (Attachment 3) utilises the modelling prepared in the overall flood study to assess drainage modifications for reducing flood risk within Park Beach. The area acts like a basin which fills and drains slowly under limited outlets. The modifications address these limitations and include: upgrading the pipe network leading to the outlet at Macauleys Headland; upgrading culverts beneath the railway line; and upgrading other key drainage lines leading to the various outlets. The study assesses the reduction in flood damage costs provided by each option and calculates the subsequent benefit cost ratio. The outcomes of the study will be used to prioritise drainage improvement works in this area.

Options:

1.       Accept the recommendations of this report to endorse the Coffs Creek and Park Beach Flood Study – May 2018 (Attachment 1) and accompanying maps (Attachment 2); and Park Beach Management Options Assessment – May 2018 (Attachment 3).

2.       Reject the recommendations provided in this report. This would inhibit the ability for flood risk to be mitigated in a systematic and focussed manner within the Coffs Harbour Catchment.

This report recommends that Council undertake Option 1 as outlined.

Sustainability Assessment:

•     Environment

Flood events, large and small, are natural occurrences. Development of the floodplain can alter flooding behaviour as can flood mitigation measures. Impacts on the environment due to flooding are investigated as part of Flood Risk Management Studies and as part of the design of individual mitigation measures. The new flood model provides an improved understanding of the nature of these flood events and allows for more accurate assessment of the effectiveness of past and future mitigation options. Environmental constraints have been considered in the assessment of options for the Park Beach Area, e.g. the outlet upgrade for Macauleys Headland avoids impacts to littoral rainforest.

•     Social

Large flood events can have a huge impact on the local community and on individuals affected by flooding.  The 1996 event in Coffs Harbour was declared a natural disaster and with approximately 260 residential homes and 200 commercial buildings flooded. Events this large and destructive are very disruptive with people’s dwellings and personal belongings destroyed or damaged as well as local businesses suffering direct losses from destruction or damage to work places and stock, plus loss of trade. The new flood model provides an improved understanding of the social impact of these flood events and how to mitigate them. The Park Beach options assessment provides a more accurate assessment of the benefit cost ratio of options with consideration of flood damage costs experienced by the community.

•     Civic Leadership

Under the NSW State Government’s Floodplain Development Manual and Flood Prone Land Policy 2005, the management of flood prone land is, primarily, the responsibility of Councils. Flood studies and plans provide technical and strategic information to assist Council in discharging its responsibilities. The new flood model updates our understanding of flooding in Coffs Creek and provides a more accurate platform for identifying flood management options for the catchment.

•     Economic – Broader Economic Implications

Flooding can have a very large impact on the local economy with many varied economic implications.  Flood mitigation works aim to reduce the severe negative economic impacts arising from floods on infrastructure (both public and private) and the regional economy. The new flood model allows more accurate assessment of the costs and benefits of past and future mitigation options. The benefit cost analysis in the Park Beach options assessment will assist in providing improved economic outcomes for drainage works in this area.

•     Economic - Delivery Program/Operational Plan Implications

Funds are allocated annually in Council’s Operational Plan for the preparation of flood studies and floodplain risk management studies and plans.  Grant funds on a 2:1 (State: Council) basis are available for the preparation of studies and plans. Grant funding is also available for flood mitigation works either on a 1:1:1 (Federal: State: Council) or 2:1 (State: Council) basis and to be eligible for funding the works must be identified in a Flood Risk Management Study or Flood Risk Management Plan. The benefit cost assessment in the Park Beach study will be used to prioritise drainage improvement works in Council’s Delivery Program/Operational Plan.

Risk Analysis:

Flooding is a naturally occurring hazard affecting significant areas of the Local Government Area.  Flood studies and plans provide a technical and detailed understanding of the nature and extent of flood events giving Council the tools to determine risks associated with different activities and land use on the floodplain. Council receives indemnity, in relation to flood advice given and actions done, provided it has acted in good faith and followed State government guidelines. The model and plans update our current understanding of flood hazards within the Coffs Creek catchment using more accurate terrain data, rainfall data and computer modelling techniques.

Consultation:

In accordance with the NSW State Government’s Floodplain Development Manual 2005, studies and plans are required to undergo community consultation including public exhibition. Council has a Floodplain Risk Management Committee (FRMC) consisting of council staff, councillors, community and state government representatives to provide strategic advice on floodplain issues and to assist in development of flood studies and plans.

The draft documents were presented to the FRMC on Wednesday 31 January 2018, at which time the FRMC resolved to endorse reporting the documents to Council to seek their exhibition, with the inclusion of some minor amendments which have subsequently been included.

Council approved the Draft Coffs Creek and Park Beach Flood Study – February 2018 and the Draft Park Beach Management Options Assessment – February 2018 for public exhibition at its meeting on 22 February 2018. The Public Exhibition period ran from 28 February 2018 to 30 March 2018. Advertising took place in the Coffs Coast Advocate on 28 February informing the community of the public exhibition period and the steps that Council take in the process of adopting a Flood Risk Management Plan and Study. No submissions were received confirming the community’s general acceptance of the Plan and Study. Advice has been given to the Flood Risk Management Committee with no objections and that no changes will be made to the documents as a result of the public exhibition, and the Plan and Study will be reported to Council.

Related Policy, Precedents and / or Statutory Requirements:

Council has followed the guidelines of the 2005 Floodplain Development Manual relating to the management of flood liable land in accordance with Section 733 of the Local Government Act 1993.

Implementation Date / Priority:

The management plan can become active immediately, with tasks and project priorities being undertaken in line with available funding.

Conclusion:

Council received grant funding from NSW Office of Environment and Heritage (OEH) to review flood modelling in the Coffs Creek catchment and to use this information to review drainage strategies for the Park Beach area. Council engaged consultants to undertake the project.

Coffs Creek and Park Beach Flood Study – May 2018 (Attachment 1) provides a new model to predict design flood conditions in the Coffs Creek catchment including the Park Beach area. A set of flooding maps accompany the flood study (Attachment 2). Park Beach Management Options Assessment – May 2018 (Attachment 3) uses the new flood model to assess the benefit cost ratio of drainage modifications in the residential and commercial areas of the Park Beach area.

This report recommends that Council endorse all three attachments. Adoption of the recommendations of this report will lead Council in its progression towards a more coordinated and structured approach to the management and reduction of flood risk in Coffs Creek and Park Beach. It should be noted that a section summarising the public exhibition consultation activities is now included in the plan.

 


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