Coffs Harbour City Council

19 September 2018

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 27 September 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

GM18/26         Election of Deputy Mayor.............................................................................. 3

GM18/27         Council Committees - Appointment of Members................................ 10

GM18/28         Invitation to Join Regional Cities NSW.................................................... 13

Directorate Reports - Business Services

BS18/53          Bank and Investment Balances for August 2018................................ 44

BS18/54          Monthly Financial Performance Report for the month ended 31 August 2018........................................................................................................... 66

Directorate Reports - Sustainable Communities

SC18/36          Coffs Harbour Indoor Sport Study....................................................... 82   


GM18/26      Election of Deputy Mayor

Author:                        Governance Coordinator

Authoriser:                  General Manager

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

Attachments:              ATT1  GM18/26  s231 Local Government Act

ATT2  GM18/26  Schedule 7 Local Government (General) Regulation  

 

Executive Summary

Coffs Harbour City Council’s custom and practice has been to elect a Deputy Mayor on an annual basis.  This report provides the opportunity for Council to continue its custom and practice, or given previous changes to the Local Government Act to consider changing this custom and practice.

 

 

Recommendation:

That:

1.       Council resolve to elect a Deputy Mayor for the ensuing twelve (12) months, and in the event that Council resolves recommendation 1 in the affirmative:

2.       Nominations for the position of Deputy Mayor be called and the method of election be by ordinary ballot.

 

Report

Description of Item:

Council’s practice in the past has been to elect a Deputy Mayor each year for a 12 month period.  This has been the case even though the Mayor is elected popularly by the community for a four year term.  The 12 month term for Deputy Mayor perhaps reflects what has traditionally been the term for a Mayor elected by Councillors.

 

Section 231(2) of the Local Government Act 1993 states: ‘The person may be elected for the mayoral term or a shorter term’.  This means Council, may wish to consider increasing the term for Deputy Mayor at Coffs Harbour City Council.

 

The role of Deputy Mayor is to assist the Mayor with the performance of ceremonial duties and to exercise the functions of the Mayor during periods of absence.  Council must now determine if it wishes to elect a Deputy Mayor and if so, the term and by what method.

Issues:

This is not applicable to this report.

Options:

Section 231 of the Local Government Act 1993 clearly states that Council “may” elect a person from among their number to be the Deputy Mayor.  There is no compulsion on Council to have a Deputy Mayor.

 

Therefore the options available to Council are:

 

1.   Council resolve not to have a Deputy Mayor.

2.   Council resolves to elect a Deputy Mayor for a term to be decided.  Should Council support this option, it will also need to resolve the method of voting.

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

Council’s election of a Deputy Mayor is consistent with the ‘My Coffs’ strategy, Our leaders give us confidence in the future.

•     Economic – Broader Economic Implications

No additional fee applies to the position of Deputy Mayor.

 

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

•     Economic - Delivery Program/Operational Plan Implications

There are no implications for the Delivery Program/Operational Plan.

Risk Analysis:

This is not applicable to this report.

Consultation:

This is not applicable to this report.

Related Policy, Precedents and / or Statutory Requirements:

Section 231 of the Local Government Act provides the power to elect a Deputy Mayor and clause 394 and schedule 7 of the Local Government (General) Regulations cover the procedures relating to the conduct of the election.

 

Attached to this report is a copy of these provisions and Council’s attention is drawn to the provisions relating to nominations and the methods of election.

 

Should there be more than one nomination for the position; Council is required, in accordance with clause 3 of schedule 7, to resolve whether the election is to proceed by preferential ballot, by ordinary ballot or by open voting.  Ballot has its normal meaning of secret ballot and open voting is a show of hands.

Implementation Date / Priority:

Implementation is immediate

Conclusion:

Council must now resolve whether to have a Deputy Mayor.  Further, should this resolution be in the affirmative, Council will need to decide the term and method of voting.

 

 

 




 


 


GM18/27      Council Committees - Appointment of Members

Author:                        Governance Coordinator

Authoriser:                  General Manager

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              Nil

 

Executive Summary

Nominations for Council Committee members require approval by Council.  This report is seeking Council endorsement of committee nominations.

 

 

Recommendation:

That Council:

1.   Appoints:

1.1. Vivienne Lapham

1.2. Steve McLauchlan

To the Eastern Dorrigo Showground and Community Hall Facility Management Committee.

2.   Appoints:

2.1  Marklin Ebo

2.2  Helene Mwiza

2.3  Stanley Nebo

2.4  Cholhok Naam

2.5  Lisa Hillier-Garvey

To the Multicultural Advisory Committee.

 

Report

Description of Item:

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

 

·     Vivienne Lapham

·     Steve McLauchlan

 

To the Eastern Dorrigo Showground and Community Hall Facility Management Committee and:

 

·     Marklin Ebo

·     Helene Mwiza

·     Stanley Nebo

·     Cholhok Naam

·     Lisa Hillier-Garvey

To the Multicultural Advisory Committee.

 

The Eastern Dorrigo Showground and Community Hall Facility Management Committee has been low on numbers. The nominations for this management committee are active members of the community and were approached by the management committee in order to seek their interest in joining.

 

The Multicultural Reference Group distributed a flyer seeking new members who work directly with the Culturally and Linguistically Diverse Community. Applicants were required to submit an application and were selected based on their relevant experience, specific interests in their communities and skills or attributes that will benefit the Committee.

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 is 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.

 

 


GM18/28      Invitation to Join Regional Cities NSW

Author:                        General Manager

Authoriser:                  General Manager

MyCoffs:                      B.2 A community achieving its potential

Attachments:              ATT1  GM18/28  Correspondence TRC - Proposed Regional Cities NSW

ATT2  GM18/28  Regional Cities NSW Workshop Report - 2 August 2018  

 

Executive Summary

Following an invitation by the NSW Inland Forum (IF) to consider joining a new group called Regional Cities NSW (RCNSW), the Deputy Mayor and the General Manager attended a meeting in Sydney on Thursday 1 March 2018 to discuss the proposed new group with members of the IF and other invited regional City Councils.

 

This meeting was followed up by a planning day held in Sydney on Thursday 2 August 2018, attended by the Mayor and General Manager and other invited regional City Councils, where further thinking around the establishment of RCNSW was workshopped and discussed.

 

As per a Council resolution from the 8 February 2018 Council meeting, this report details further information on the proposed RCNSW alliance and requests Council give consideration to joining RCNSW. It should be noted that an earlier report to Council on this was not possible until the information provided in the body of this report was available. It is noted that a Briefing Note on this matter in the form of an email dated 8 March 2018 was provided as an update to Councillors.

 

 

Recommendation:

That Council:

1.       Note the information contained within this Invitation to Join Regional Cities NSW Council Report.

2.       Join Regional Cities NSW with a formal review of Council’s membership to take place within the first 24 months of the formal commencement of Regional Cities NSW, to ensure it is meeting its stated objectives.

3.       Note that whilst sixteen Councils have been invited to join Regional Cities NSW, a minimum of nine Councils will be needed to establish Regional Cities NSW.

4.       Allocate $5,000 for membership of Regional Cities NSW from 1 January 2019 to 30 June 2019

5.       Cease membership of the Country Mayors Association of NSW effective on joining Regional Cities NSW.

 

Report

Description of Item:

In December 2017, Council received an invitation from the IF to join a new group called RCNSW.

 

The IF is an existing group of seven Councils that have worked collaboratively for a number of years to achieve improved outcomes and opportunities for inland NSW. The current IF member Councils are Albury, Armidale, Bathurst, Dubbo, Orange, Tamworth and Wagga Wagga Councils. The membership of the IF have agreed that there is huge potential in expanding the membership of the group to create a new body to be known as RCNSW, hence the invitation received by Coffs Harbour City Council.

 

According to the invitation received, RCNSW is proposed to be modelled on the successful model that has been implemented in Victoria, where the ten largest cities outside of Melbourne work cooperatively on issues and projects of mutual interest that affect regional cities in that State. Attached to this report as Attachment 1 is a copy of the Report as submitted to Council’s 8 February 2018 meeting which includes a copy of the original proposal / invitation received from the IF.

 

Following Council’s consideration of the 8 February 2018 report, Council passed Resolution 2018/8 as follows:

 

“That Council note the information contained within this report and that a further report is to be presented to Council.”

 

In summary, the original proposal received from the IF was as follows:

 

·     RCNSW will be comprised of Mayors and CEOs/General Managers of 16 large cities in regional New South Wales. These cities reside outside of the expanded metropolitan areas of Sydney, Newcastle and Wollongong, have distinct regional catchments, and share similar opportunities and challenges for growth and investment.

·     RCNSW will be an alliance of regional cities dedicated to achieving real change in regional New South Wales through policy development and active implementation of those policies. Regional cities are the heart of regional New South Wales and by improving their infrastructure and liveability, regional cities can help to grow and support wider regional and rural communities.

 

Further details about the governance arrangements initially proposed for RCNSW can be found in the initial invitation from the IF contained within Attachment 1 to this report.

 

For information, the Councils invited to participate in RCNSW are as follows:

 

Albury                       Coffs Harbour                   Maitland                 Tamworth

Armidale                   Dubbo                                Orange                   Bathurst

Griffith                      Tweed                                Cessnock               Lismore

Queanbeyan            Wagga Wagga                   Mid-Coast              Port Macquarie-Hastings

 

At the planning day held on 2 August 2018, participants agreed on the following indicators of overall success for RCNSW:

 

·     State government and community have recognised of the significance and benefits of regional cities;

·     A seat at the policy table to advise state government on the formation and implementation of policies;

·     The establishment of a population or settlement strategy that would prioritise population growth to regional cities;

·     The alliance is known as having a clear point of difference from the other alliances in the regional developments space, and

·     A strong network that offers collaboration, networking and collective benefit to all members.

 

Further information relating to what success might look like for RCNSW, can be found on pages 7 & 8 of Attachment 2 ‘Regional Cities NSW Workshop Report – 2 August 2018.’

 

It was agreed at the planning day that the overall success of RCNSW would be the creation of connected, thriving and sustainable regional cities. To this end, discussion took place on the establishment of a short-term agenda for RCNSW, to ensure that this new alliance was more than simply a talk-fest on regional issues, but had real actions and goals to work towards. The most supported ideas around this to come from the planning day were:

 

Memorandum of Understanding (MOU) with State Government:

 

Establishing, through a formal agreement, a mechanism for the alliance to have a seat at the table and provide strategic influence on the State’s policy and investment agenda.

 

Snowy Hydro Funding:

 

Providing a set of recommendations on how the government should invest the $4.2 billion released in the NSW budget from the sale of Snowy Hydro project. The government has indicated that all of these funds will go to the regions and they will need guidance on how this money should be allocated. The group also anticipated that there would be streamlined funding mechanisms to enable regional cities to access this funding.

 

Population Strategy:

 

Due to ongoing debate of metropolitan congestion and rapid population growth, the group saw a great opportunity to have influence in developing a framework for growing regional cities under the banner of a state population strategy, with the aim being to develop a settlement plan directing people, infrastructure and business to regional cities.

 

Regional Investment:

 

Identifying a framework to identify how regional investment can be streamlined to be better facilitated in the regions.

 

One of the other key purposes of the 2 August 2018 planning day was to discuss the proposed governance and structure arrangements for RCNSW. Further details on this can be found on pages 10 to 14 of Attachment 2 to this report however in summary, the following was agreed:

 

Formation:                       The alliance to be known as Regional Cities New South Wales (RCNSW) be formed.

 

Membership:               Councils representing regional cities that had a clear service centre role would be invited to be members.

 

Board Members:         The forum should be a Mayor and CEO/General Manager forum with alternates offered in the case of inability to attend.

 

Board Structure:         All member councils (Mayor and CEO/General Manager) will sit on the board. Voting will be by consensus.

 

Meeting Schedule:      Members agreed to meeting quarterly at a venue to be defined at a later date, noting that visits to each member city would be welcomed.

 

Working Group:          It was agreed that a working group to further define and evolve the structure and agenda of the alliance be established, as well as to work through the development of the proposed MOU.

 

The above-mentioned working group met via teleconference on 3 September 2018 to confirm the meeting notes from the planning day in August; to progress discussions around the structure of RCNSW and to propose a standard approach by prospective member Councils in reporting back to their respective Councils on the outcomes of the RCNSW meetings.

Issues:

There are a number of issues that Council will need to take into account when considering whether or not to join RCNSW.

 

Council is a member of a number of representative bodies, all of which fill a role that either continues, or has in the past, been a role that has benefited Coffs Harbour City Council’s membership. Organisations such as Local Government NSW, Country Mayors Association of NSW, National Seachange Taskforce and Regional Capitals Australia to name a few are among these. The proposed Regional Cities NSW (State based) will of course link quite strongly to Regional Capitals Australia (Nationally based).

 

Given the identified purpose of Regional Cities NSW, should Council accept the invitation to join, the one association that perhaps would require consideration of continuing membership would be Country Mayors Association of NSW (CMA NSW). In the early days of the membership of CMA NSW, it could be suggested that the membership of that body was largely representative of the larger Councils in regional NSW (it is understood that previously a population threshold of 15,000 was a criteria to enable membership but this has since been removed), thus providing an opportunity for information sharing and advocacy on matters of strong mutual interest. In more recent times, the membership of CMA NSW has grown and diversified substantially and appears to now be attempting to represent the broader council base in rural and regional NSW (i.e. all councils large and small).

 

Should Regional Cities NSW progress, it is suggested that Coffs Harbour City Council’s interests may be better serviced through that body, hence allowing rationalisation of association memberships by ceasing membership of CMA NSW.

 

Perhaps another relevant issue, given Council’s attempts to join a Joint Organisation (JO), is why Council would join an alliance such as RCNSW, when we are seeking to form a JO? Whilst this is a valid question to ask, it is important to distinguish the difference between RCNSW and a JO. A JO is geographically based and its interests are those of the geographic region.

 

RCNSW membership is not geographically based, but will rather focus on commonality of interests between the sixteen regional cities, regardless of their location. This form of an alliance will be able to pursue issues such as population growth, congestion, access, investment etc. and perhaps more effectively than a JO may be able to, simply considering the membership and potential make up of a JO.

 

It is understood that the Working Group gave consideration as to what minimum membership number would be considered appropriate to enable the RCNSW association to maintain credibility and also achieve the outcomes desired. With the knowledge that the current membership of the NSW Inland Forum stands at seven councils, and further that the invitation to join RCNSW has effectively been extended to sixteen regional city councils, the Working Group apparently determined that a minimum of nine councils would need to take up membership of RCNSW to ensure its viability, hence the content of part 3 of the recommendation.

Options:

1.    Accept the invitation to become a member of Regional Cities NSW and therefore adopt the recommendation contained in this report.

2.    In accepting the invitation to become a member of Regional Cities NSW, cease membership of the Country Mayors Association of NSW.

3.    In accepting the invitation to become a member of Regional Cities NSW, also continue membership of the Country Mayors Association of NSW, and amend the recommendation accordingly.

4.    Not accept the invitation to join Regional Cities NSW and advise the NSW Inland Forum accordingly.

 

The recommendation in this report is a combination of options 1 and 2.

Sustainability Assessment:

•     Environment

There are no environmental impacts as a result of Council’s consideration of this report.

•     Social

There are no social impacts as a result of Council’s consideration of this report.

•     Civic Leadership

Membership of RCNSW provides an opportunity for Coffs Harbour City Council to participate in an organisation that is striving to have a seat at the table in the development of policy as it relates to priorities and investment in regional NSW. This will provide an opportunity for Council to have a voice representing its community.

•     Economic – Broader Economic Implications

Given the initial identified aims of RCNSW, membership of RCNSW by Coffs Harbour City Council potentially provides an avenue to influence policy development as it relates to priorities and investment in regional NSW. If successful, this may result in increased strategic investment in regional Cities by the State Government resulting in further prosperity for our regional Cities and the regional communities they serve.

•     Economic - Delivery Program/Operational Plan Implications

At the present time, no provision is within Council’s 2018/19 budget toward the proposed subscription for RCNSW. From a funding perspective, there have been initial discussions around the level of financial contribution required from each member Council in order to ensure the viability of RCNSW. It was agreed at the planning day that an investment of $10,000 per annum by each member Council was considered to be a reasonable amount of funding to enable RCNSW to be established; to engage an appropriate secretariat and to establish a strategic plan. There may well be other initiatives that this pooled funding will be able to support in line with the objectives of RCNSW.

 

It should be noted that as per recommendation 4 in this report, the current funding request for the 2018/19 financial year is $5,000, effectively being for membership of RCNSW from 1 January 2019 to 30 June 2019, noting that the IF has kindly offered to fund the secretariat and support staff during the coming months to ensure that RCNSW can be established in a timely and effective manner.

Risk Analysis:

It is considered that there are no inherent risks associated with choosing to become a member of RCNSW. Conversely, an opportunity potentially exists, through membership of RCNSW, for Coffs Harbour City Council to be part of a representative body that may enjoy a seat at the table in framing the development of policy as it relates to priorities and investment in regional NSW.

Consultation:

Consultation with regard to the potential formation and membership of RCNSW has primarily occurred between the 16 regional cities listed within this report. Councillors have been consulted through the report to Council in February 2018.

Related Policy, Precedents and / or Statutory Requirements:

Strictly speaking there is no related policy or statutory requirements. Coffs Harbour City Council has been and is currently a member of a number of associations. Council has chosen to become a member of these associations based on the objectives/goals of those bodies and an assessment of the benefit that may accrue to Coffs Harbour City Council as a result of membership.

Implementation Date / Priority:

Should Council accept the recommendation in this report, it is anticipated that formal membership of RCNSW would commence on 1 January 2019.

Conclusion:

Having regard to the information gathered from the initial meeting of the potential members of RCNSW on 1 March 2018 and the further workshop conducted on 2 August 2018, it is considered that there would be benefit to Coffs Harbour City Council in pursuing membership of RCNSW and therefore the invitation to join should be accepted. The reported outcomes from the 2 August 2018 workshop provide an insight into the governance arrangements proposed for RCNSW and an exit clause is proposed. Obviously should Council consider the potential benefits of membership are not being realised at the time of reviewing its membership, Council can give notice of its desire to exit RCNSW at that time.

 

 

 


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BS18/53       Bank and Investment Balances for August 2018

Author:                        Section Leader Financial Planning

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/53   Monthly Investment Performance Report for the Month Ended 31 August 2018  

 

Executive Summary

Council’s Bank Balances and Investments as at 31 August 2018 totalled $215,433,524.64.  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 $215,433,524.64 (including from loans, Developer Contributions and other avenues that form the restricted accounts and are committed for future works) as at 31 August 2018.

 

Report

Description of Item:

A copy of the state of Bank Balances and Investments as at 31 August 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 August 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 August 2018, it is noted that the total bank and investment balance was $215,433,524.64 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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BS18/54       Monthly Financial Performance Report for the month ended 31 August 2018

Author:                        Senior Finance Business Partner

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/54   Monthly Financial Performance Report for the month ended 31 August  

 

Executive Summary

This report presents the Monthly Financial Performance Report for 31 August 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 $83.7M with the actual year to date being $84.0M.  The surplus result will reduce over the course of the year as Council delivers services to the community.

 

The explanation of year to date variances is contained within the Income Statement commentary under Issues for variances greater than 10%.  There are individual recurrent revenue sources with variances but overall recurrent revenue is on track, similarly for recurrent expenditure.  Capital revenue had a negative income primarily due to accrual reversals for grant income on major capital projects, the variances are timing differences which will decrease over the coming months.

 

The capital expenditure target for the current financial year is $83.8M with $7.8M expended to date to the end of August.

 

 

Recommendation:

That Council note the Monthly Financial Performance Report for 31 August 2018.

 

Report

Description of Item:

The Monthly Financial Performance Report provides information on Council’s actual to budget performance.  The report provides accrual based information to Council on a monthly basis and is designed to identify and explain any major variances between budgeted and actual results.

 

The report includes:

 

·     Financial Management Summary

-     The net operating surplus at the end of August is $1.1M ahead of budgeted expectations with the majority of rates income budgeted and earned in the first month of the financial year.  The total surplus after capital grants is $84.0M against a budget of $83.7M.  Operating expenses is within $1.5M of budgeted expectations with total operating expenditure to the end of August $23.3M against a budget of $24.8M.

-     Capital expenses is behind budgeted expectations by $0.1M with total capital expenditure to the end of August of $7.8M versus YTD budget of $7.9M and annual targeted expenditure of $83.8M.  Further details are provided in the Capital Expenditure Report comments.

 

·     Income Statement

-     This is a comprehensive income statement detailing the monthly performance for August 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 monthly and YTD variances greater than 10%.

 

·     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.

Issues:

Income Statement Commentary as at 31 August 2018 for Year to Date (YTD) variances:

 

·     Recurrent Revenue

-     Interest and Investments Revenue:  This positive variance of $460,000 is due to timing differences of interest coupons on investments received in August as they are received based on investment and maturity dates.  This variance is expected to decrease over the course of the year as high rate term deposits mature and are re-invested at current lower rates.  This revenue should meet or slightly exceed budget by the end of the financial year.

-     Other Revenue:  Actual revenue from other sources for the year to date is $1.7M; this is less than budget by $240,000 year to date. This is partly attributable to Coastal Works Business Activities budgeted income being spread based on expected levels of awarded contracts throughout the year but actuals are more sporadic in nature.

·     Recurrent Expenditure

-     Other Expenses:  Minor variation in dollar terms which is the result of a number of budget to actual discrepancies across the organisation.

 

·     Capital Revenue

-     Capital Grants and Contributions:  Developer Contributions for General, Water and Sewer funds to be reviewed in first Quarterly Budget Review. Developer contributions clearing journals yet to be actioned.

Options:

An options analysis is not provided as the report is for noting only.

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

This report assesses the current year’s budget position only.  Any variations approved by Council are subsequently reflected in Council’s Delivery Plan and may affect future economic sustainability.

•     Economic - Delivery Program/Operational Plan Implications

The year to date surplus, after capital revenue, is estimated to be 83.7M as at 31 August 2018.

Risk Analysis:

There are no risks associated with this report.

Consultation:

Group Leaders and their relevant staff have been provided with budget reports for each cost centre on a monthly basis for review.  Any variations will be provided to Council for adoption through the Quarterly Budget Review process.

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:

This report is for noting only and therefore there are no implementation actions.

 

Conclusion:

 

This Monthly Financial Performance Report provides information on the actual to budget results at the financial statement level along with capital expenditure reports for the current financial year.

 

The Responsible Accounting Officer confirms the Monthly Financial Performance Report for the month ended 31 August 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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SC18/36       Coffs Harbour Indoor Sport Study

Author:                        Group Leader City Prosperity

Authoriser:                  Director Sustainable Communities

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

Attachments:              ATT1  SC18/36   Coffs Harbour Indoor Sport Study Project Report

ATT2  SC18/36   1.1 Needs Analysis & Strategic Framework

ATT3  SC18/36   1.2 Sportz Central Design & Feasibility

ATT4  SC18/36   1.3 Northern Beaches MPC FS

ATT5  SC18/36   1.4 Regional Indoor Sports Hub Prelim Analysis  

 

Executive Summary

The Coffs Harbour Indoor Sports Study is a significant report based on a strategic analysis and assessment, with recommendations for both existing and future indoor facility requirements.

 

Recommendation:

That Council:

1.       Endorse the Coffs Harbour Indoor Sports Study (Attachments 1-5).

2.       Aim to meet the future need for indoor sport in the local government area by planning for the establishment of 6-8 additional courts by 2036.

3.       Endorse the ‘balanced’ approach to meet local, district and regional demand by:

3.1.    Retaining the current general layout of Sportz Central and undertaking minor building upgrades as soon as possible to improve asset condition and maintenance, as outlined in the Sportz Central Design Concept and Feasibility (Attachment 3).

3.2.    Providing a two court facility at the proposed West Woolgoolga Sports Complex to meet current and future demand for the Northern Beaches area, with detailed planning and funding of the project aiming to deliver by 2026, (or earlier to take advantage of any significant funding opportunities should they arise), as outlined in the Northern Beaches Multi-Purpose Centre Design Concept and Feasibility (Attachment 4).

3.3.    Prioritising the development of a proposed Regional Facility (minimum of 6 courts) within the Coffs Coast Regional Sports Hub to meet regional event and economic opportunities, subject to further investigation and evaluation on two potential sites, as outlined in the Regional Indoor Sports Hub Preliminary Assessment (Attachment 5).

4.       Write to all organisations involved in the consultation to confirm the findings.

 

Report

Description of Item:

Otium Planning Group Pty Ltd (OPG) was engaged by Council to complete an indoor sports strategy for the Local Government Area (LGA), providing an analysis and assessment of the overall needs for indoor sport.  The scope also included the preparation of feasibility reports for an existing facility in Coffs Harbour (Sportz Central) and a proposed facility in the Northern Beaches area (Woolgoolga).

 

The methodology included consideration of:

·        potential demand across the whole LGA including pertinent influences in surrounding LGA’s

·        demand for a broad range of indoor sports

·        pertinent state government and sporting organisation plans/initiatives (e.g. sports hubs)

 

The need and strategic support for additional indoor sports facilities has been established through the review of key local, state and national plans and strategies. This has confirmed that sports facilities, participation and events play a key role for residents and visitors to the Coffs Harbour region.

 

The Indoor Sport Study (Attachments 1 to 5) has been produced in the following format;

·        1.       Project Report

·        Attachments

1.1     Needs Analysis and Strategic Framework

1.2     Sportz Central Design Concept and Feasibility

1.3     Northern Beaches Multi-Purpose Centre Design Concept and Feasibility

1.4     Regional Indoor Sports Hub – Preliminary Assessment

 

In summary, five key recommendations are made:

1.       Aim to meet the future need for indoor sport in the LGA by planning for the establishment of 6-8 additional courts by 2036.

2.       Adopt a ‘balanced’ approach to meet local, district and regional demand by providing new facilities in Woolgoolga and within Coffs Coast Regional Sports Hub in addition to retaining Sportz Central.

3.       Prioritise the development of a proposed Regional Facility (minimum of six courts) within the Coffs Coast Regional Sports Hub to meet regional event and economic opportunities.

Two key sites are identified within the Coffs Coast Regional Sports Hub. Southern Cross University is identified as the most appropriate site, with a second option being within the Coffs Coast Sport & Leisure Park Precinct (CCSLP).  It is recommended that further investigation and evaluation on the two potential sites is undertaken, to include:

·        Preparation of component briefs for each site in consultation with key stakeholders and potential partners (including addressing the needs identified by this study).

·        Site evaluations (including flooding and traffic studies as necessary).

·        Development of concept design plans and capital cost estimates.

·        Development of business, management and financial models.

·        Development of capital funding strategies.

·        Undertake related planning including the preparation of a regional sports hub model for the LGA and updating the master plan for the CCSLP as required.

 

4.       Provide a two court facility at the proposed West Woolgoolga Sports Complex to meet current and future demand for the Northern Beaches area and to schedule detailed planning and funding of the project from 2023 onwards with the aim to deliver by 2026.

It is noted that Council will need to:

·        conduct further planning of community facility elements of the project to ensure if other more preferable options are available and/or that it is connected to the broader strategic context of planning for the Northern Beaches area and adjust the concept design as needed.

·        Continue dialogue with Woolgoolga High School and the Department of Education to further explore opportunities for the potential joint use and funding of the facility.

·        Monitor opportunities to fund the project in the short term and, if appropriate, be prepared bring the project forward to take advantage of any significant funding opportunities should they arise.

·        Ensure future management arrangements seek to leverage efficiencies through centralised model (e.g. incorporating with Sportz Central management contract).

 

5.       To retain the current general layout of Sportz Central and undertake minor building upgrades as soon as possible to improve asset condition and maintenance.

 

It should be noted in regard to the proposed regional facility, that Council in August 2018 submitted an application to the Federal Government’s Regional Sports Infrastructure Fund for development of the Coffs Coast Regional Sports Hub stage 2 – which includes an allocation to undertake the studies required.

 

Further, it should be noted that the capital project at Woolgoolga is currently unfunded, and reliant on Council’s planned delivery of stage 1 of the West Woolgoolga Sports Complex including services, access and preliminary works.

Issues:

As set out within the study, the current (2018) LGA wide net shortfall of courts is approximately three courts.

 

A review of current indoor sport and recreation facility provision and participation within the LGA has shown that the provision of facilities is somewhat ad hoc with mixed limitations across all facilities. The number of courts, standard and quality of provision is generally lower than industry benchmarks and identified similar regional areas.

 

LGA Indoor Facility Comparison (council owned)

LGA Population Courts Comments

Area                     Population  Courts        Comments

Tamworth            60,000        7                 Six plus one under construction at one centre

Port Macquarie    79,000        7                 Six at one centre plus single court facility

Albury                  53,000        5                 Five at one centre

Dubbo                  52,000        (10)             10 court centre in planning

Coffs Harbour     75,000        4                 Court layout does not meet minimum requirements

Population Courts Comment

These factors are already limiting potential participation levels in key indoor sports and associated activities. The current supply of compliant indoor courts is also impacting Coffs Harbour’s ability to attract and host major indoor sport events.

 

A gap analysis identified a net shortfall of 6 to 8 courts likely by 2036.

Options:

1.       Adopt the recommendations and endorse the Coffs Harbour LGA Indoor Sport Study. 

2.       Amend or reject the recommendations. 

Sustainability Assessment:

•     Environment

There are no specific environmental considerations associated with endorsement of this report.

•     Social

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

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

•     Civic Leadership

Provision of sports facilities enables delivery of the MyCoffs strategic actions:

A2 - An active safe and healthy community

B1 - A thriving and sustainable local economy

•     Economic – Broader Economic Implications

Upgrading existing sporting infrastructure and expanding the network of sporting facilities will enhance the liveability of Coffs Harbour and its attractiveness as a destination for new residents and encourage retention of existing residents. 

Providing a range of sporting facilities at different levels delivers opportunities for participants to move along sporting pathways from novice to elite. Opportunities to access such facilities can be a key determinant for people choosing where to live, particularly young families. Attracting a younger demographic is anticipated to bring economic benefits to Coffs Harbour and the region. Additionally, quality sporting facilities are likely to attract sport service providers further boosting the sports industry and local economy. 

The development and upgrading of regional and district sporting facilities will benefit Coffs Harbour’s appeal as a sport tourism destination and will enhance the city’s capacity to attract and stage major events which will bring significant economic benefit to the city. Conservative figures estimate that sporting events currently inject approximately $30 million into the local economy each year. Strategic planning and funding opportunities have highlighted the benefit of a major facility being linked to a regional sports hub.

•     Economic - Delivery Program/Operational Plan Implications

The Coffs Harbour Indoor Sport Study itself has no direct implications on the Delivery Program/Operational Plan.  Implementation of the recommendations is reliant on securing new funding (excluding those reliant on future Section 94 Plans).

Risk Analysis:

There are no associated risks with endorsement of the report. 

Consultation:

Significant consultation occurred with various sporting organisations (at a local, state and national level), community groups including those in the Northern Beaches, Southern Cross University and general stakeholders in 2017/18 in the preparation of the report and various options.  The specific organisations and individuals consulted are listed within the report and attachments.

 

Related Policy, Precedents and / or Statutory Requirements:

The report is consistent with the recommendations of the ‘Coffs Harbour Sports Facility Plan 2016’, and meets part of Council’s obligation to effectively provide and manage community resources under the Local Government Act 1993. It will form the policy basis for future indoor sports facility provision.

Implementation Date / Priority:

While implementation of the recommendations and especially the capital projects is reliant on funding, endorsement of the indoor sport study by Council will be effectively immediately and ensure continued communication with stakeholders.

Conclusion:

The Coffs Harbour LGA Indoor Sport Study is an important body of work that is the result of significant stakeholder consultation and needs analysis, in line with federal, state and local government strategies.  Endorsement of the report will allow Council and all stakeholders to work together on an agreed approach for indoor sports provision within the LGA.

 


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