Coffs Harbour City Council

03 October 2018

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 11 October 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

GM18/29         2017 Disclosure of Interest by Councillors and Designated Persons...................................................................................................................................... 3

Directorate Reports - Business Services

BS18/55          Environmental Levy Project Report to 30 June 2018........................ 5

BS18/56          Review of the Draft North Coast Regional Botanic Garden Strategic Plan.......................................................................................................................... 15

BS18/57          Leasing and Licensing Policy for Community Organisations... 149

BS18/58          Permanent road closure and sale of land - Bruxner Park Road, Korora.................................................................................................................. 168

BS18/59          Coffs Coast State Park Trust Certification of Annual Financial Statements 2017/18........................................................................................... 172

Directorate Reports - Sustainable Communities

SC18/37          Impact of NSW State Government Budget on Coffs Harbour Library Service and Renew Our Libraries Advocacy Initiative.................. 193

SC18/38          Coffs Harbour City Centre - Review of Height and Built Form Controls.................................................................................................................................. 198

Directorate Reports - Sustainable Infrastructure

SI18/20           Precast Concrete Bridge Components.............................................. 354

SI18/21           Contract No. RFT-984-TO - Loaders Lane Footbridge..................... 360   


GM18/29      2017 Disclosure of Interest by Councillors and Designated Persons

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

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

Attachments:              Nil

 

Executive Summary

Section 449(3) of the Local Government Act 1993 requires Councillors (and designated persons) who hold that position on 30 June in each year to lodge a “Disclosures by Councillors and Designated Persons Return”.  All Councillors who held office at 30 June and designated persons, should have lodged such a return with their General Managers by 30 September 2018.  Under the Act, these returns are to be tabled at the first Council meeting following the last day for lodgement.

 

 

Recommendation:

That Council note the Register of Disclosures by Councillors and designated persons for the period July 2017 – June 2018, as tabled.

 

 

Report

Description of Item:

The purpose of this report is to table the Register of Returns received in accordance with s450A of the Local Government Act 1993.

 

Designated persons identified by Council include the General Manager, all Directors, Group Leaders; staff authorised to order goods over $20,000, staff involved in strategic planning, staff involved in assessing/issuing consents to development applications, staff involved in compliance activities or the issuing of orders and staff involved in contractual functions.

Issues:

A register containing all disclosures will be tabled at this meeting for inspection by any Councillor.

Options:

Adopt the recommendation provided to Council.

Sustainability Assessment:

•     Environment

This is not applicable to this report.

•     Social

This is not applicable to this report.

              

•     Civic Leadership

The purpose of these provisions is to ensure transparency and accountability in local government decision making.  This is consistent with the MyCoffs Community Strategic Plan D.1 - Our leaders give us confidence in the future.  The obligations upon Councillors, General Manager, Senior Staff and other designated persons are as much a protection for them as it is for the community in the review of Council’s decisions, and one of the important mechanisms in enhancing public confidence in local administration.

•     Economic – Broader Economic Implications

This is not applicable to this report.

•     Economic - Delivery Program/Operational Plan Implications

This is not applicable to this report.

Risk Analysis:

This is not applicable to this report.

Consultation:

This is not applicable to this report.

Related Policy, Precedents and / or Statutory Requirements:

Sections 449 and 450A of the Local Government Act 1993 cover the compulsory lodgement of pecuniary interest annual returns. The Act details specific responsibilities of the General Manager in relation to the collection, reporting, tabling and public accessibility of the returns.

Implementation Date / Priority:

Implementation is immediate.

Conclusion:

That the tabling of the Disclosure of Interest returns for 2018 be noted.

 

  


BS18/55       Environmental Levy Project Report to 30 June 2018

Author:                        Grants Administration Officer

Authoriser:                  Director Business Services

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

Attachments:              Nil

 

Executive Summary

The Environmental Levy (EL) Program continues to be delivered with a new Environmental Levy Policy adopted by Council 10 May 2018 and introduced for the 2018/19 EL Program.  The EL Program funds environmental projects that would not otherwise be undertaken within Council’s general budget funding.

 

This report provides a status update to 30 June 2018 on the projects funded under the 2017/18 Program.  Two projects continue into the current financial year and the report contains recommendations regarding revotes for these projects.  There were 20 completed projects in 2017/18 year with no remaining funds to be revoted to the current financial year.

 

 

Recommendation:

That Council:

1.       Notes the status of Environmental Levy projects as at 30 June 2018 as outlined in the report.

2.       Approves the recommendations identified within the report for Environmental Levy projects to be returned to the Environmental Levy Reserve as follows:

 

Project                                                                                                        Surplus Funds

Environmental Levy Coordination                                                         $        14,875.86

Matching Grant Funding Pool                                                                $        24,867.00

Conservation and Sustainable Management of Biodiversity             $        40,236.19

Sustainable Living and Community Program                                       $        24,841.50

Flying Fox Camps Management Plan                                                    $             803.76

A Sustainable Living Showcase                                                             $             691.45

Improving Diversity within Council Bushland Reserves                    $        (1,705.05)

Environmental Weed Control                                                                 $          7,893.62

Woolgoolga Beach Rehabilitation Project                                            $          4,619.50

Projects with balances under $10                                                          $                 2.62

 

Total Funds Returned to EL Reserve                                                    $      117,126.45

 

3.       Approves the recommendations identified within the report for Environmental Levy projects to be revoted and summarised as follows:

 

Project                                                                                         EL            Grants/Revenue

Arrawarra Creek Coastal Zone Management Plan         $   9,152.12          $ 27,456.35

Oceanview Headland Access and Rehabilitation           $   3,372.55          $ 37,097.00

 

Total                                                                                      $ 12,524.67          $ 64,553.35

 

Report

Description of Item:

A description of the status of the Environmental Levy Program projects as at 30 June 2018 is provided for the information of Council and a recommendation has been made in relation to the allocation of remaining funds in the 2017/18 EL Program.

 

Status of Funding for EL Program as at 30 June 2018

 

Estimated funding position of the Environmental Levy as at 30 June 2018 is summarised as follows:

$

Reserve Balance as at 1 July 2017                              225,879

 

Income

Special Rate                                                               1,268,041

Pensioner Subsidy                                                                 50

Water Account                                                                50,000

Matching Funds                                                              82,115

Interest                                                                              2,675

Total Income                                                              1,402,881

 

Funds Available                                                          1,628,760

Less Expenditure                                                       1,375,014

Reserve Balance as at 30 June 2018                           253,746

 

The revotes recommended from 2017/18 to 2018/19 are $77,078 which is funded by:

 

Environmental Levy                                                        12,525

Restricted Grants and General Revenue                       64,553

 

The estimated Environmental Levy Reserve balance of $253,746 less the revotes to 2018/19 of $12,525 results in an estimated balance of $241,221.

 

Of the Environmental Levy funding of the revotes recommended, the funds were allocated in the following years:

 

2015/16                                  $   9,152       1 project, refer item 11

2017/18                                  $   3,373       1 projects, refer item 20

Total                                       $ 12,525

 


 

Project Status Report

 

Relevant additional comments in relation to the projects are:

 

1.    Environmental Levy Coordination $63,100

 

Coordination of EL Program this year met all required time frames. Principal functions for Council’s Environmental Levy Program include: monthly maintenance / updating of spreadsheets detailing funding and expenditure; preparing quarterly Management Reports and Council Business Papers; coordinating EL Committee meetings and submissions as part of the EL Program. Expenditure for this position was equal to $48,224.14 and under the ($63,100) budget, due to the position not being formally filled for a period during the financial year.  The remaining funds will be returned to the EL pool. During 17/18 a new EL policy was adopted, this included a review of the end to end process and all relevant document (including guidelines) were modified to improve the overall delivery of the program.  A new Grants Administration Officer has been appointed and will coordinate the delivery of the program in 18/19 and will now be the key point of contact for all projects. A new Environmental Levy Grants Program (ELGP) panel has been formed and (13) applications have been received for Round 1 2018/19, totalling approximately $242,000.

 

It is recommended the remaining funds of $14,875.86 be returned to the Environmental Levy Reserve.

 

 

2.    Matching Grant Funding Pool $24,867

 

There have been no requests from this allocation in this financial year. The new EL Policy no longer requires a Matching Grant Funding Pool as an alternative approach of multiple grant funds rounds is now available. The amount of $24,867 including the revote approved for 2017/18 will be returned to the EL pool.

 

It is recommended the remaining funds of $24,867 be returned to the Environmental Levy Reserve.

 

 

3.    Conservation and Sustainable Management of Biodiversity $200,000

 

The program of works was delivered successfully. A number of projects that were continued from last year were completed and some new projects, such as the roadside environmental management plan and updates to the fine scale vegetation mapping, are progressing well.

 

It is recommended the remaining funds of $40,236.19 be returned to the Environmental Levy Reserve.

 

 

4.    Sustainable Living and Community Program $100,000

 

A total of 32 tours were delivered during 2017/18 alongside the delivery of a rejuvenation program.  A reduction in the number of tours was partly due to the availability of Coffs Ambassadors. The survey results and reports from the Coffs Ambassador Tours and the Green Schools program indicate that the programs are building capacity and growing knowledge of those individuals and groups participating.  The introduction of paid ticketing for Coffs Ambassadors led to new relationships with local organisations. The limited success of the rejuvenation project along with project management using less resources than predicted has resulted in the project coming in well under budget. All elements of the project have been completed.

 

The Green Schools Environmental Sustainability Grants 2017/18 awarded 14 schools and centres a combined $21,004 of funding from the Environment Levy. It was a varied year with projects ranging from bush classrooms, frog habitat, nude food activities and plastics repurposing. Some highlights include – Coffs High students creating all signage for three of the big events (including Sustainable Living Festival and Outdoor Movie night at the Youth Hub), 15 volunteers from Bishop Druitt College volunteered at Harmony Day as part of their Social Justice activities, a new relationship with TAFE’s Early Education team and 6 new schools and centres that have not previously been funded by Green Schools were new recipients of the grant this year. The survey results and reports from the Coffs Ambassador Tours and the Green Schools program indicate that the programs are building capacity and growing knowledge of those individuals and groups participating.

 

The Sustainable Living Festival 2017 was a great success and led to a number of ongoing collaborations that have been maintained and expanded through Living Lightly, the Sustainable Living program for Council. The events have been very well received and have achieved good engagement, involvement and feedback from young people. Existing partnerships established and nurtured through the Sustainable Living Festival have continued and been maintained through to the broader Sustainable Living Program at Council (Living Lightly) and are well placed to be incorporated into future events. New partnerships were established in the development of the youth oriented Sustainable Living event including KEY Employment Youth Hub and other local youth services, National Parks, Sea Shepherd and Surf riders Foundation Coffs Coast.  All elements of the project have been completed.

 

It is recommended the remaining funds of $24,841.50 be returned to the Environmental Levy Reserve.

 

 

5.    Flying Fox Camps Management Plan $14,253.95

 

Project is complete, the Coffs Harbour Local Government Area (LGA) Strategic Flying-Fox Camp Management Plan was adopted by Council 24 August 2017, final report sent to Local Government NSW 21/09/17. The plan includes both long-term and short-term strategies for the management of flying-fox camps. As a result of the plan Council was able to secure more grant funds to implement the plan including:

 

-    identification, rehabilitation and protection of flying-fox habitat;

-    ongoing maintenance of existing buffers at Coffs Creek and Woolgoolga Lake;

-    the production of a detailed Vegetation Management Plan for Barcoo Court; and

-    subsequent management of vegetation within the Council easement on the northern side of Barcoo Court.

 

It is recommended the remaining funds of $803.76 be returned to the Environmental Levy Reserve.

 

 

6.    Orara River Restoration Project $185,000

 

The Orara Project worked on 96 properties during the year, conducted weed control over 360 hectares, planted 2,040 trees/plants, regenerated over 300 hectares, ran 3 workshops for landholders, repaired a large former gravel quarry site and rock ramp fish pass and including revegetation, controlled Tropical Soda Apple and Cats Claw Creeper across 270 hectares, fenced 1 km of river and installed 2 water troughs. Two blueberry properties on Bucca Bucca Creek had specific works conducted on them to minimise nutrient loads on the creek and improve management practices.

 

 

7.    Non-Lethal Management of Coffs Harbour Kangaroos by Fertility Control $30,000

 

The project has been progressing well, despite delays caused by problems with the GPS collars. Key outcomes were the small sizes of kangaroo home ranges at these sites, and differences between individual animals in their propensity to cross roads, with females rarely if ever crossing large roads like the M1 or Solitary Islands Way.  A delay in setting up the Look at Me Now Headland site will mean that follow-up monitoring of fertility will need to carry-over into the next financial year, as will the movement studies. The majority of milestones have been successfully completed, new GPS collars have been ordered which will allow the successful completion of this milestone in 2018/19, fertility control monitoring will continue indefinitely.

 

 

8.    Community Supporting Land for Wildlife Initiative $9,900

 

The project has been successful in reaching targeted outputs and even exceeding with 11 properties registered in the Land For Wildlife (LFW) program. This has assisted conservation on private land through voluntary private land conservation options. Assessment of the properties identified existing management issues, aims to achieve on the property and extent to which to integrate wildlife habitat conservation with other land management practices. A workshop and field day provided landholders knowledge on conservation agreements and managing their land in an environmentally sustainable way. The LFW registered properties are all eligible for funds under the Biodiversity Conservation Trust Conservation Partners program.

 

 

9.    Investigating Water Quality in Coffs Coastal Estuaries and the Relationship to Adjacent Land Use $50,000

 

The project has been completed with the submission of two final reports on Hearnes Lake received by Council 14 July 2018. The sediments report indicates major phosphorous enrichment and increased sediment loads since 2002, in line with the expansion of intensive horticulture in the catchment. The water quality study indicates significant nitrate and nitrite loads and large aquatic nitrous oxide emissions to the atmosphere consistent with leaching of nitrogen from fertilised soils upstream.

 

 

10.  Jaliigirr in the Coffs Local Government Area (LGA) $30,000

 

Weed control work was completed on all proposed properties during 2018.  The project has been able to achieve the majority of the originally planned on-ground project outputs, project progress on individual properties in particular have progressed better than expected with several zones exceeding the target condition of 1 native tree/shrub per 3m2. It is expected that ongoing maintenance by the landholders will now be sufficient to maintain these sites in the future.

 

 

11.  Arrawarra Creek Coastal Zone Management Plan $47,383.47

 

This project has only recently recommenced following release of the Coastal Management framework in April 2018.  It was necessary to delay until this time to confirm the legislative requirements of conversion as required by the Office of Environment and Heritage (OEH). A consultant is providing a proposal to confirm the scope and fee to commence this conversion. It is anticipated that this will not be complete until 31 August 2018, an application for an extension of time and grant variation has been approved by OEH. Accordingly it is requested that $9,152.12 EL and $27,456.35 of other funds be carried over to complete the project by 31 August 2018.

 

It is recommended the remaining funds of $36,608.47 be revoted to 2018/19.

 

 

12.  A Sustainable Living Showcase $7,606

 

The project has been completed successfully. The installation of the composting toilet has been finalised, it was constructed and installed as part of a larger project, the development of the Woolgoolga Community Gardens Meeting Space, which is close to completion.

 

It is recommended the remaining funds of $691.45 be returned to the Environmental Levy Reserve.

 

 

13.  Improving Diversity within Council Bushland Reserves $200,000

 

The project has been successful in reducing priority and environmental weed density by 80%, regenerating degraded areas with infill planting of 3,305 native species, consolidating vegetation extents and habitat corridors throughout reserves, open spaces and the coastal environment in the LGA, which includes two Flying-fox maternity camps at Coffs Harbour and Woolgoolga.

 

It is recommended the over expenditure of $1,705.05 be covered by surplus funds from other projects that are being returned to the Environmental Levy Reserve.

 

 

14.  Management of Key Environmental Weeds Within Council Managed Lands $100,000

 

The project has progressed successfully by targeting key weeds identified under the Biosecurity Act 2015 within Council managed reserves and open spaces, this is extended to inner west of the LGA to the coastal environment.

 

It is recommended the remaining funds of $7,893.62 be returned to the Environmental Levy Reserve.

 

 

15.  Supporting Community Action in the Coffs Harbour LGA $180,000

 

Coffs Harbour Regional Landcare (CHRL) volunteers had a busy year, with higher than budgeted in-kind hours for the period. The increase in volunteer activity is a good reflection on the benefit of this project to the community, as greater support and provisioning has enabled more on-ground hours. CHRL gained 51 new members in the year, though the membership base stays steady at about 300. During the year - volunteers trapped over 300 Indian mynas, 152 participants attended training events, and 20 keen volunteers attended the hands-on wind-fencing  workshop at Sandy Beach.

 

 

16.  Restore and Enhance the Natural Environment of the Jetty Foreshores $18,000

 

During the year the project continued to maintain and expand weed free areas while improving the visual amenity of the site and moving these areas toward a self-sustaining state in line with the objectives of their Strategic Plan.This project was completed on time and all money spent before June 30.

 

 

17.  Restore and Maintain the Natural Environment of Boambee Beach North $18,000

 

With the completion of the Jetty Dunecare Environmental Trust Project (2013-2018) the Environmental Levy project area has been expanded west to include the area previously worked under the Environmental Trust project. Contractors have identified 2 rare and endangered species of orchid, these are being monitored so they can be inspected by experts to confirm the identification once they are in flower.

 

The northern end of the project site is showing very little weed in evidence of where follow up has been able to occur. With each follow up the resilience and integrity of this area is strengthened and less and less time is required to keep it in good condition.

 

With ongoing funding, this level of health can be achieved over the entire site allowing new project areas to be established further south, until the entire coastal strip of bushland between Coffs and Sawtell has been restored.

 

 

18.  North Coast Regional Botanic Garden Education Officer $20,000

 

It was a busy and successful year for educational programs in the Botanic Gardens. Several new packages have been developed for next year. The “Our trees our place” program delivered with State Forests was extremely successful with 250 students attending. The botanical careers day had 39 students attend with a commitment from schools to attend next year.

 

 

19.  Growing Our Future $28,930

 

Having a dedicated nursery coordinator who has significant knowledge and skills as well as experience working with volunteers has meant that all aspects of the community nursery have significantly benefited from the Growing Our Future project.  The infrastructure of the nursery has been upgraded and improved. The seed bank has been added to and all seed and plants propagated are correctly identified. All aspects of plant production have been enhanced and streamlined including potting mix selection, fertilising and propagation methods. The plants produced are of a high quality and the Coordinator has used their knowledge and experience  to ensure that the correct plant species are being sent out to planting sites, improving the resilience and integrity of our natural ecological communities. The volunteers have been motivated and this is reflected in the  number of volunteer hours at the nursery almost doubling this year. Volunteers have also had good learning and training opportunities through the running of two workshops and the knowledge and skills of the coordinator. A funded Nursery Coordinator has been very successful for the Community Nursery.

 

 

20.  Ocean View Headland Access and Rehabilitation $74,195

 

700 lineal meters of paving has been laid at the Headland as per the standard and methodology outlined within the tender document. The Ocean View Headland project has now been completed in 2018/19. Accordingly it is requested that $3,372.55 EL and $37,097.00 of other funds be carried over to fund expenditure incurred in 2018/19.

 

It is recommended the remaining funds of $40,469.55 be revoted to 2018/19.

 

 


 

21.  Repairing Gumbayngirr Country – Darrunda Wajaarr $55,000

 

Works have been successful across cultural sites with extensive weed control to reduce key threats, enhancing and maintaining cultural landscapes and other associated objects of importance.

 

Weed works are continuing to enhance and protect threatened species over funding sites in partnership with National Parks and the University of New England. A number of key species are being managed through current works and monitoring is being undetaken by National Parks and Wildlife Service (NPWS) around Sapphire State Environmental Planning Policy.
The project is focused on the protection and enhancement of threatened flora identified within the Endangered Ecological Communities (EEC) - Themeda grassland on seacliffs and coastal headlands and Littoral rainforest communities. Darrunda Wajaarr in partnership with NPWS and Private Contractors are enhancing the protection of the EEC's through an integrated management approach reducing key threats from invasive weed species.

 

A Collaboration of project planning and on-ground management has been achieved across all project sites in partnership with Envite, Landcare and private contractors. Darrunda Wajaarr have been scheduling their workplan to work alongside other groups in order to share knowledge and combine skills.

 

Darrunda Wajaar are engaged to participate in 2 ecological burns with Council, NPWS and the Rural Fire Service. Project success was delivered through the investment of encouraging knowledgeable individuals.

 

 

22.  Woolgoolga Beach Rehabilitation Project $9,709.41

 

Based on a survey completed in June 2013, Council undertook additional surveys to determine the amount of sand that could be moved from the intertidal zone to the dunal area. Due to other storm events and the continual loss of sand the project was delayed. The works were undertaken on 16 December 2017, up to 200mm was scraped from the intertidal zone and placed on the dune. 150 lineal meters of dune were rehabilitated. No community event was undertaken and no community dune care group established as there was no response from advertisements through the media release and on noticeboards. The project has been completed.

 

It is recommended the remaining funds of $4,619.50 be returned to the Environmental Levy Reserve.

Issues:

From 1 July 2018 EL funding has been split with 75% allocated to Major Strategic Programs / Projects and 25% for the Environmental Levy Grants Program, supporting community-based programs.

Options:

In considering this report Council has the following options:

 

1.    Adopt the recommendations provided to Council.

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

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

Sustainability Assessment:

•     Environment

The Environmental Levy Program funds a combination of major Council strategic projects and initiatives and community based projects, which collectively deliver on the environmental objectives in the MyCoffs Community Strategic Plan.  All recommended projects will result in beneficial outcomes for the environment of the Coffs Harbour Local Government Area (LGA).

•     Social

The Environmental Levy Policy includes the following criteria to be used in assessing EL submissions:

-  protect and / or rehabilitate the natural environment;

-  strategic integration;

-  generating a community benefit;

-  is community based;

-  the ability to attract other funding; and

-  improve aesthetic quality of natural environment and / or raise community awareness and education.

Many projects included in the program each year are undertaken by community groups.

•     Civic Leadership

Council’s EL Program seeks to promote sound environmental practices and promotes leadership and involvement in key environmental issues, which aligns with MyCoffs Community Strategic Plan theme – C2 A natural environment sustained for the future.

•     Economic – Broader Economic Implications

The EL Program funds environmental projects that would not otherwise be undertaken within Council’s operational funding.

•     Economic - Delivery Program/Operational Plan Implications

The EL Program is funded through a special rate and is accounted for separately.  The program is included in Council’s Delivery Program.

 

The EL Program has a balance of $241,221 after taking into account the variations and revotes recommended in this report.  These funds will be available for allocation to future EL applications, through either of the two new funding pools.

 

From 1 July 2018 EL funding has been split into two funding pools, with 75% allocated to Major Strategic Programs / Projects and 25% for the Environmental Levy Grants Program, supporting community based projects.

Risk Analysis:

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

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

The 2017/18 EL Program has been governed by Council’s previous EL Policy which included quarterly reporting. The new EL Policy adopted 10 May 2018 governs the EL Program from 2018/19 onwards and under the new policy all projects will be reported to Council through the Annual Report. This is consistent with other Council grant programs.

Implementation Date / Priority:

The recommendations of this report will be implemented immediately upon Council adoption.

Conclusion:

This report summarises the status of the 2017/18 EL Program projects and the proposed budget adjustments as at 30 June 2018 for Council’s consideration.

 


BS18/56       Review of the Draft North Coast Regional Botanic Garden Strategic Plan

Author:                        Manager Holiday Parks and Reserves

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/56   NCRBG Management Strategy 1997

ATT2  BS18/56   NCRBG Advisory Committee Terms of Reference

ATT3  BS18/56   Draft NCRBG Strategic Plan 2017-2020 (Muller, June 2016)

ATT4  BS18/56   Draft NCRBG Strategic Plan 2018-2023  

 

Executive Summary

The current strategic document for the North Coast Regional Botanic Garden (NCRBG) is the NCRBG Management Strategy 1997 (Attachment 1).  In recent years the key issues of establishing formal tenure for the Friends of the NCRBG Inc. and establishing clear governance and financial arrangements have been identified; hence the requirement for a new contemporary strategic plan.

 

When Council last considered this matter in December 2016, Council resolved to form an Advisory Committee and to receive a further report following the completion of the Advisory Committee’s body of work to review and endorse the draft strategic plan and to develop a list of priorities for action.

 

As a result of the work of the committee a new draft NCRBG Strategic Plan 2018-2023 (Attachment 4) has been coordinated by the Chair of the committee, with input and feedback from committee members. This draft strategic plan is now presented to Council. It is recommended that Council write to each member of the Advisory Committee thanking them for their contribution and advice.

 

However, the process for developing a strategic plan has now been superseded by legislative change. Since the review of the draft Muller strategic plan was requested by Council, the Crown Land Management Act 2016 commenced operation from 1 July 2018.  This change now precipitates the need for a new Plan of Management covering the NCRBG to be written under the Local Government Act 1993 within the next three years.  This Plan of Management will fulfil the purpose of the draft strategic plan.

 

It is therefore recommended that the draft NCRBG Strategic Plan 2018-2023 be noted and for it to be used as a valuable input document to the new Plan of Management.  To facilitate this and to continue engagement with the Friends of the NCRBG Inc.  Council staff will provide a briefing to the Friends on the process and requirements for a Plan of Management under the Local Government Act 1993.

 

Finally, on 14 June 2018 Council resolved to investigate the possibility of a bridge connecting the showground to the NCRBG.  The construction of a pedestrian footbridge connecting the Coffs Harbour Showground to the NCRBG has the potential to deliver positive outcomes for the community and users of both facilities, particularly for large community or commercial events within the NCRBG.  It is proposed that this matter be considered further through the preparation and consultation process to be undertaken for the new Plan of Management.


 

 

 

Recommendation:

That Council:

1.       Note the draft North Coast Regional Botanic Garden Strategic Plan 2018-2023 (Attachment 4).

2.       Note the requirement to prepare a new Plan of Management for the North Coast Regional Botanic Garden under the Local Government Act 1993, for which the draft North Coast Regional Botanic Garden Strategic Plan 2018-2023 will be used as a valuable input document.

3.       Note that Council staff will provide a briefing to the Friends of the North Coast Regional Botanic Garden Inc. on the process and requirements for a Plan of Management under the Local Government Act 1993.

4.       Write to each of the North Coast Regional Botanic Garden Advisory Committee members to thank them for their contribution and advice in developing the draft North Coast Regional Botanic Garden Strategic Plan 2018-2023.

5.       Note that consideration of a pedestrian footbridge connecting the Coffs Harbour Showground to the North Coast Regional Botanic Garden will occur through preparation and consultation process to be undertaken for the new Plan of Management.

 

Report

Description of Item:

The current strategic document for the North Coast Regional Botanic Garden (NCRBG) is the NCRBG Management Strategy 1997 (Attachment 1).  In recent years the key issues of establishing formal tenure for the Friends of the NCRBG Inc. and establishing clear governance and financial arrangements have been identified; hence the requirement for a new contemporary strategic plan.

 

The adoption of a new strategic plan for the NCRBG was considered by Council in February 2016 when a second draft Strategy Plan 2017-2020, prepared by consultants R&S Muller Enterprise Pty Ltd, was presented to Council. Council decided to endorse the plan for public exhibition as recommended, but also to facilitate a workshop with Councillors, relevant staff, the Friends of the NCRBG Inc., relevant botanists/plant scientists and interested members of the public, in order to define the composition and terms of reference for an Advisory Committee.

 

In July 2016 the results of the public exhibition together with an amended final draft strategic plan, taking on board the submissions received, were presented to Council.  It was recommended that the plan be adopted as an Interim Strategic Plan for the purpose of conducting further detailed consultation and a trial implementation with the Friends of the NCRBG Inc.  It was also recommended that a 12 month temporary licence with the Friends of the NCRBG Inc. for their continued occupation and use of the NCRBG be negotiated and that a further report be received in relation to the membership and terms of reference of an Interim Advisory Committee once the temporary licence had been successfully negotiated.

 

Rather than adopting the plan, Council resolved to receive a further report on the Advisory Committee and that the committee, together with the Operations Manager and other Council staff as appropriate, review and endorse the draft NCRBG Strategic Plan 2017-2020 and develop a list of priorities for action.


 

 

Council next considered this matter at its meeting on 8 December 2016, when Council resolved:

 

That Council, in its capacity as the Corporate Manager of the Coffs Coast State Park:

 

1.    Endorse the North Coast Regional Botanic Garden Advisory Committee Terms of Reference,

2.    Appoint Friends of the NCRBG Inc Committee members Marg Murray, Bronwyn Fox, and Lindy Hills as the Friends of the NCRBG members of the Advisory Committee for a period of 12 months,

3.    Appoint community members to the Advisory Committee as recommended in the confidential attachment to this report for a period of 12 months,

4.    Nominate one Councillor to sit on the Advisory Committee for a period of 12 months,

5.    Note that the Garlambirla Guuyu-girrwaa Aboriginal Corporation’s cultural representative to the Advisory Committee for a period of 12 months will be advised in a future report once the Corporation’s nominee is known.

6.    Receive a further report following the completion of the Advisory Committee’s body of work to review and endorse the draft Strategic Plan and to develop a list of priorities for action.

 

The Advisory Committee was formed with Cr Townley as Chair; however, an aboriginal cultural representative was never formally appointed.  The Advisory Committee was provided with a copy of their Terms of Reference (Attachment 2) and the draft NCRBG Strategic Plan 2017-2020 (the Muller draft strategic plan) (Attachment 3) and met usually monthly during 2017, with their last meeting being held on November 2017.

 

As a result of the work of the committee a new draft NCRBG Strategic Plan 2018-2023 (Attachment 4) has been coordinated by the Chair of the committee, with input and feedback from committee members. This draft strategic plan is now presented to Council.

Issues:

The Advisory Committee’s Terms of Reference provide a Vision and Scope/Role as follows:

 

1.    THE VISION

 

A collaborative model to guide the finalisation of the draft North Coast Regional Botanic Garden Strategic Plan and to recommend priority actions.

 

The purpose of the Advisory Committee is to assist and advise the Trust manager on the finalisation of the draft North Coast Regional Botanic Garden Strategic Plan for adoption by the Trust and to provide advice on priorities for the development of the NCRBG to ensure that it becomes a leading regional botanic centre delivering quality plant conservation and visitor experiences.

 

2.    SCOPE/ROLE

 

To:

 

·      To provide advice on the finalisation of the draft North Coast Regional Botanic Garden Strategic Plan for adoption by the Trust

·      To recommend priorities actions from the Plan

·      Report quarterly to the Trust and the community on progress towards finalising the Strategic Plan

·      Engage with the stakeholders and the community as needed

 

The work of the Advisory Committee has resulted in a new draft strategic plan, significantly different to the structure and content of the previous Muller draft.  The Muller draft strategic plan has been taken as a ‘source’ rather than being used as the foundation document for review.

 

During previous consultation on the Muller draft strategic plan, concern was raised that the plan was too broad encompassing elements of a strategy and elements of a business plan.  The new draft strategic plan has been written at a higher level and focuses on three key outcome areas; Conservation, Education and Community Enrichment, with objectives and strategies listed for each area. However, there is no current situation analysis included, such as a Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis, or an action plan providing priorities and resourcing to implement the identified strategies.

 

Key issues such as the review of existing structures, management, tenure and financial arrangements has not been resolved through this draft plan process; however, a strategy exists under Community Enrichment to:

 

·    Formalise co-management agreements and roles and responsibilities of CHCC and the Friends via a license agreement and also a Memorandum of Understanding.

 

From a quadruple bottom line perspective, there has been a greater focus on the Social and Environmental dimensions and a lesser focus on the Economic and Civic Leadership dimensions.

 

Although there are some shortcomings in the draft NCRBG Strategic Plan 2018-2023, critically the process for developing a strategic plan has now been superseded by legislative change.  Since the review of the draft Muller strategic plan was requested by Council, the Crown Land Management Act 2016 commenced operation from 1 July 2018.  This change now precipitates the need for a new Plan of Management covering the NCRBG to be written under the Local Government Act 1993 within the next three years.  This Plan of Management will fulfil the purpose of the draft strategic plan.

 

However, the draft NCRBG Strategic Plan 2018-2023 will form a valuable input document to a new Plan of Management.  To facilitate this and to continue engagement with the Friends of the NCRBG Inc. Council staff will provide a briefing to the Friends on the process and requirements for a Plan of Management under the Local Government Act 1993.

 

Finally, on 14 June 2018 Council resolved to investigate the possibility of a bridge connecting the showground to the NCRBG.  The construction of a pedestrian footbridge connecting the Coffs Harbour Showground to the NCRBG has the potential to deliver positive outcomes for the community and users of both facilities, particularly for large community or commercial events within the NCRBG.  It is proposed that this matter be considered further through the preparation and consultation process to be undertaken for the new Plan of Management.

Options:

Options available to Council in this matter are:

 

1.    Adopt the recommendation provided to Council, including noting the draft NCRBG Strategic Plan 2018-2023 and the requirement to prepare a new Plan of Management under the Local Government Act 1993.

2.    Amend the recommendation by endorsing the draft NCRBG Strategic Plan 2018-2023 for public exhibition for 28 days and to further consider the status of the plan post-exhibition.

3.    Amend the recommendation by rejecting the draft NCRBG Strategic Plan 2018-2023 and await the completion of a new Plan of Management under the Local Government Act 1993.

Sustainability Assessment:

•     Environment

The draft strategic plan contains a number of objectives and strategies to improve environmental outcomes within the NCRBG.  The new Plan of Management will also be required to address these matters.

•     Social

The draft strategic plan contains a number of objectives and strategies to improve social outcomes within the NCRBG.  The new Plan of Management will also be required to address these matters.

•     Civic Leadership

The development of a strategic plan for the NCRBG works towards achieving outcomes identified in the MyCoffs Community Strategic Plan across a number of themes.  Importantly, solid strategic planning supports the theme: ‘Our leaders give us confidence in the future.’  A new Plan of Management is the legislative planning mechanism to provide strategic direction for the NCRBG.

•     Economic – Broader Economic Implications

Tourism is a key driver of the Coffs Coast economy.  The NCRBG’s central location and unique botanical collection lends itself to supporting environmental tourism in the region and as a venue for events, passive recreation and potential further sympathetic development.

•     Economic - Delivery Program/Operational Plan Implications

Council currently contributes over $500,000 per annum towards maintenance and development of the NCRBG.  The current draft strategic plan does provide the financial arrangements for the management of the NCRBG.  These arrangements will be addressed as outcome of a new Plan of Management.

Risk Analysis:

A key risk identified at the commencement of the NCRBG’s strategic planning process was the absence of any formal tenure between Council, as reserve manager, and the Friends of the NCRBG Inc.  This risk has been mitigated in the short term through an annual temporary licence agreement.  Long term tenure and governance arrangements will be addressed as an outcome of a new Plan of Management.

 

Council continues to carry a financial risk through its ongoing responsibilities as reserve manager and its limited access to income generating activities, which are largely carried out by the Friends of the NCRBG Inc.

Consultation:

At its meeting on 25 February 2016, Council resolved that the second draft of the NCRBG Strategic Plan 2017-2020 be placed on public exhibition for a period of 28 days, from which 16 submissions were received.  The second draft was also forwarded to DPI – Lands for their consideration and the final draft Muller plan incorporated their comments. Relevant Council staff were also consulted during this process.

 

An Advisory Committee was appointed in December 2016 to review the final draft Muller plan which has resulted in the current draft NCRBG Strategic Plan 2018-2023 being produced.  It is recommended that Council write to each member of the Advisory Committee thanking them for their contribution and advice.

Related Policy, Precedents and / or Statutory Requirements:

Council is the responsible Crown Land Manager for the NCRBG under the Crown Lands Management Act 2016.  As Crown Land Manager, Council is responsible for ensuring the reserve is operating at its highest and best use in line with its purpose and zoning.  Council is also now required to prepare a new Plan of Management for the NCRBG under the Local Government Act 1993 within three years.

 

The management and operations of the NCRBG supports a number of Council strategies, including:

 

·     Coffs Harbour Open Space Strategy 2010

·     Coffs Harbour Events Strategy

·     Coffs Harbour Tourism Strategy

·     Coffs Harbour Biodiversity Action Strategy

Implementation Date / Priority:

A preparation of a new Plan of Management for the NCRBG is considered a priority amongst the many Crown land reserves that Council manages.  It is expected that the preparation and consultation process will commence during this financial year.

Conclusion:

The preparation of the current draft NCRBG Strategic Plan 2018-2023 has followed previous draft versions of the NCRBG Strategic Plan 2017-2020, prepared by consultants R&S Muller Enterprise Pty Ltd, and a previous public exhibition.

 

Due to recent legislative change, it is recommended that the draft NCRBG Strategic Plan 2018-2023 be noted and used as a valuable input document for the preparation of a new Plan of Management under the Local Government Act 1993.

 

 


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BS18/57       Leasing and Licensing Policy for Community Organisations

Author:                        Property Officer Leasing and Licensing

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/57   Draft Leasing and Licensing Policy for Community Organisations

ATT2  BS18/57   Draft Guideline for Assessment of Rental for Community Tenants

ATT3  BS18/57   Draft Guideline for Conditions of Tenure for Community Organisations  

 

Executive Summary

The Council Property Strategy 2018-2021, adopted in March 2018, identified areas where improvement work was required on the leasing or licencing of property to community users.  This work has now been undertaken and has resulted in the provision of a draft Leasing and Licensing Policy for Community Organisations (Attachment 1), a draft Guideline for Assessment of Rental for Community Tenants (Attachment 2) and a draft Guideline for Conditions of Tenure for Community Organisations (Attachment 3) for consideration and public exhibition.

 

Under the draft Policy and Guidelines rental assessments are recommended to be calculated taking into account market valuation, type of entity and tenant’s capacity to pay.  The impact of this assessment will also allow for the effective measurement of Council’s contribution to community providers through the provision of subsidised rental.

 

The draft Policy and Guidelines provide for the first time a transparent and equitable process to be applied across all of the Coffs Harbour community.

 

 

Recommendation:

That Council:

1.       Endorse the draft Leasing and Licensing Policy for Community Organisations (Attachment 1), the draft Guideline for Assessment of Rental for Community Tenants (Attachment 2) and the draft Guideline for Conditions of Tenure for Community Organisations (Attachment 3) to be placed on public exhibition for a period of 28 days.

2.       Write to existing community tenants of Council facilities advising them of the draft documents on public exhibition.

 

Report

Description of Item:

The objective of the Leasing and Licensing Policy for Community Organisations and associated Guidelines is to provide a structured, transparent framework for the leasing and licensing of Council owned/controlled properties to community organisations.

 

Council maintains a significant portfolio of leases and licences to various community organisations.  This Policy seeks to establish a formalised process for the assessment of the contribution of such groups relative to Council's Community Strategic Plan.

 

The Policy further seeks to establish a formalised system to quantify Council's contribution to such groups through the provision of subsidised rents.  This Policy establishes the basis for joint responsibility for the long term sustainability of community facilities, whilst acknowledging the valuable contribution of community groups, and provides a structured approach to assistance through the leasing arrangements.

 

The Guidelines support the Policy to ensure that all such tenures are transparent and equitable.

 

The Guideline for Assessment of Rental for Community Tenants outlines the process for the determination of rental applicable to community organisations occupying Council owned/controlled properties.

 

The purpose of the Guidelines for Conditions of Tenure for Community Organisations is to provide a structured, transparent framework for the leasing and licensing of Council owned/controlled properties.

Issues:

Currently Council makes properties available, often on different lease or licence terms, to organisations so that they can provide services to the community that support or supplement Council’s service delivery.  These include organisations such as clubs, voluntary support groups and community organisations and examples include childcare centres, community halls, ‘men’s sheds’, etc.

 

The Council Property Strategy 2018-2021 was implemented with the Strategic Vision being:

 

“To ensure that Council’s property portfolio is strategically aligned with its service delivery objectives and community expectations and to provide the systems and processes to enable Council to make short, medium to long term decisions around the property portfolio in a fully informed manner which balances the needs of property users with the interests of the broader community.”

 

The strategy identified areas where more detailed work is required including how capacity to pay is assessed and the impact of this on Council’s expectations of contribution from users of facilities.

 

The draft Leasing and Licensing Policy for Community Organisations (Attachment 1) and draft Guideline for Assessment of Rental for Community Tenants (Attachment 2) and draft Guideline for Conditions of Tenure for Community Organisations (Attachment 3) are compiled to address this issue.

Options:

1.    Adopt the recommendation and therefore place the draft Policy and Guidelines on exhibition.

2.    Adopt the recommendation but modify the documents prior to exhibition.  Depending on the nature of the changes, the strategic intent of the Policy and Guidelines may be impacted.

3.    Reject the recommendation and continue the current practice where inconsistent approaches are sometimes applied to leasing and licencing arrangements.

Sustainability Assessment:

•     Environment

The new Policy and Guidelines does not have any known or perceived environmental impacts.

•     Social

The new Policy and Guidelines provides a formalised system to quantify Council's contribution to community groups through the provision of subsidised rents and establishes a basis for joint responsibility for the long term sustainability of community facilities, whilst acknowledging the valuable contribution of community groups.

•     Civic Leadership

The new Policy and Guidelines significantly improves consistency and transparency in leasing and licencing of facilities to community organisations.  This demonstrates Council leadership through good governance and also facilitates deliver of the following MyCoffs Community Strategic Plan objectives through tenures to community groups.

A1.4      We enrich cultural life through art, learning and cultural endeavour.

A2.1      We support our community to lead healthy active lives.

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

•     Economic – Broader Economic Implications

Council acknowledges the valuable contribution made by the various community groups operating in the Local Government Area by, amongst other things, subsidising accommodation costs for the such groups.  The rent subsidy equates to the difference between the market rent of the property and the rent payable by the tenant. 

•     Economic - Delivery Program/Operational Plan Implications

There are no immediate impacts to the Delivery Program Operational Plan.

Risk Analysis:

The draft Policy and Guidelines will see a change in current rental being paid for some community organisation and this may be an increase or a decrease depending on their circumstances.  It is therefore important for the communication to community organisations to clearly articulate the purpose of the draft documents to enable Council’s intentions to be fully understood.  Public exhibition of the draft Policy and Guidelines and consideration of submissions will also reduce the risk of community dissatisfaction by ensuring adequate public consultation.

Consultation:

·     Other Councils within NSW for copies of existing policies to draw information from and seeking feedback on the operation of same.

·     Internal staff as part of a working group.

Related Policy, Precedents and / or Statutory Requirements:

·     Local Government Act 1993

·     Local Government (General) Regulation 2005

·     Coffs Harbour Local Environment Plan 2013

·     Crown Lands Management Act 2016

·     The Crown Land Management Regulation 2018

·     Conveyancing Act 1919

·     Real Property Act 1900

·     Retail Leases Act 1994

·     Residential Tenancies Act 2010

·     Work Health and Safety Act 2011

·     Work Health and Safety Regulation 2011

·     Child Protection (Offenders Prohibition Orders) Act 2004

·     CHCC Property Strategy 2018-2021

Implementation Date / Priority:

Following exhibition a report will be prepared for Council outlining any submissions and suggested amendments.  The final Leasing and Licensing Policy for Community Organisations, Guideline for Assessment of Rental for Community Tenants and Guideline for Conditions of Tenure for Community Organisations will come into effect upon Council’s consideration and endorsement following the public exhibition.

Conclusion:

This report provides Council with an overview of the draft Policy and Guidelines for leasing and licencing to community organisations.  The report seeks approval for public exhibition of the documents for a period of 28 days.

 

 



 


 



 


 


 


 



 


 


 


 


 


 


BS18/58       Permanent road closure and sale of land - Bruxner Park Road, Korora

Author:                        Team Leader Property Development

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/58   Plan of Proposed Road Closure - Bruxner Park Road, Korora  

 

Executive Summary

Council recently received a formal road closure application for a small section of road reserve adjoining 199 Bruxner Park Road, Korora (Lot 1 DP 1162343).  The area of road proposed to be closed comprises approximately 389 square metres, upon which is constructed an old banana shed and surrounding concrete hardstand.  The adjoining owners who have made the application have agreed to purchase the land resulting from the closure and consolidate it with their land on the basis they are responsible for all costs.  The road reserve affected is surplus to current and future Council requirements.

 

 

Recommendation:

That Council:

1.       Agree to close that section of Bruxner Park Road detailed in this report being an area of approximately 389 square metres adjoining 199 Bruxner Park Road, Korora (Lot 1 DP 1162343).

2.       Agree to accept an amount of $5,000 inclusive of GST as payment from the applicant in regard to the purchase of the land that results from the closure.

3.       Agree that all costs associated with this matter are to be the responsibility of the applicant.

4.       Require that as part of the closure the applicant consolidate the land created from the road closure with their adjoining land at 199 Bruxner Park Road, Korora (Lot 1 DP 1162343).

5.       Require that the applicant create appropriate easements in favour of Essential Energy for existing power lines that impact on the road proposed to be closed.

6.       Classify the land resulting from the closure of the road as operational land under the provisions of the Local Government Act 1993.

 

Report

Description of Item:

Council has received a formal road closure application for a small section of road reserve adjoining 199 Bruxner Park Road, Korora (Lot 1 DP 1162343).  The proposed closure is located on a section of the road reserve which is extremely wide and not impacted by the existing bitumen roadway formation.  The attached plan shows the location of the proposed closure.

 

The proposed closure comprises approximately 389 square metres upon which is constructed an old banana shed and surrounding concrete hardstand.  The shed was constructed many decades ago and is in poor condition with a limited useful life.  The party that constructed the shed and used it for a long period in conjunction with a banana plantation and road side sales has since subdivided the adjoining land and divested it.  The land affected by the closure is zoned R5 under Coffs Harbour LEP 2013.

 

The applicant has agreed to acquire the land, the shed and associated hardstand once the closure process is completed for an amount of $5,000 inclusive of GST on the basis an easement is created over existing power lines in favour of Essential Energy.  The applicants will also be required to consolidate the land with their adjoining property to create a single lot and will pay all costs associated with the matter.

 

The road reserve affected is surplus to Council requirements and is well away from the existing bitumen road pavement and will not impact road usage now, or in the future.

 

Council since receiving the application has processed the matter under the new procedures implemented by Crown Lands with the introduction this year of changes to the Roads Act 1993.  As a result of this process Council has received formal approval from Crown Lands for the closure to proceed.

Issues:

There are no issues associated with the matter apart from the decision as to whether Council consents to the closure and sale, or refuses the application.

Options:

Council has two options:

1.    Refuse the application.  This will end the matter however will create a difficult situation for Council whereupon the existing improvements will be encroaching on public road.  Council could retain the improvements, or more likely have to remove them which would have negative cost implications.  The original builder of the improvements is no longer an owner in the locality and Council’s chances of having this owner remove the improvements at their cost would be unlikely.

2.    Approve the application.  This would see the land closed as road and sold to the adjoining owner. Council would benefit by obtaining a net capital amount from the sale.

 

It is recommended that option 2 above is pursued and will result in a desirable outcome for Council.

Sustainability Assessment:

•     Environment

There are no environmental issues associated with this matter.  The land to be closed as road is built upon with shedding and hardstand concrete areas.

•     Social

There are no social issues of any significance.

•     Civic Leadership

Council in closing and selling the resulting land will be completing its functions and making appropriate use of resources.  There will be no negative impacts on Council’s public infrastructure.

•     Economic – Broader Economic Implications

There will be no economic implications in the broader sense.

•     Economic - Delivery Program/Operational Plan Implications

The Council will benefit by gaining a net amount of $5,000 inclusive of GST from the proceeds of the sale which can be put to general revenue.

 

The sale price has been negotiated by Council’s qualified property valuer and is considered fair and reasonable to both parties given the circumstances.

Risk Analysis:

The risk assessment in regard to this matter is seen as minor and insignificant.

Consultation:

The road closure process has required Council to notify all notifiable authorities as well as advertising the proposal in the local newspaper for a specified time.  All affected and adjoining owners are also required to be notified and have the option to object. Council has undertaken these procedures as required and has not received any objections.  Essential Energy has provided conditional consent to the closure on the basis that appropriate easements are created in its favour over existing power lines that it maintains and affect the road closure land.

 

Council officers have also consulted internally with relevant sections.  All parties have advised there is no objection to the closure proceeding.

Related Policy, Precedents and / or Statutory Requirements:

Section 377(1) (H) of the Local Government Act, 1993 requires the formal approval of the Council in regard to the sale or exchange or surrender of land.

 

Section 377(1) (l) requires a council resolution in regard to a decision to classify or reclassify public land under Division 1 of Part 2 of Chapter 6.

Implementation Date / Priority:

The matter will be actioned immediately upon a resolution of Council.

Conclusion:

The closure as road and sale of this land to the adjoining owner is considered an appropriate way forward to deal with an existing building that encroaches on public road.  The road reserve affected is surplus to requirements and the sale will not have negative impacts to Council.

 

 


 

 



BS18/59       Coffs Coast State Park Trust Certification of Annual Financial Statements 2017/18

Author:                        Manager Holiday Parks and Reserves

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS18/59   Coffs Coast State Park Trust - Draft Special Purpose Financial Statements 2017/18  

 

Executive Summary

Draft annual Financial Statements are required to be certified to meet legislative requirements in relation to the completion and audit of the Coffs Coast State Park Trust annual Financial Statements for 2017/18.

 

 

Recommendation:

That Council, as Crown Land Manager, approve the the 2017/18 Coffs Coast State Park Trust Special Purpose Financial Statements – Declaration by Manager of the Trust form for completion by the designated signatories.

 

Report

Description of Item:

Tabled at this meeting are the draft annual Financial Statements (Special Purpose Financial Statements) for 2017/18 which are required to be authorised prior to sign off by the Auditors.  The auditor does not provide their audit reports until they receive signed copies of the statements and the Council’s declaration.

 

A full set of audited Financial Statements and a report will be provided to Council at the completion of the financial audit.

Issues:

The new Crown Land Management Act 2016 (CLMA) which commenced on 1 July 2018 has resulted in significant changes to how Council manages Crown Land.  On 30 June 2018 the Coffs Coast State Park Trust ceased to exist as an entity beyond operating for the purposes of winding up.  On 1 July 2018 Council was appointed as Crown Land Manager (CLM) for all reserves within the Coffs Coast State Park.

 

Previously, Section 122 of the Crown Lands Act 1989 (repealed) required audit completion of the annual Financial Statements which were forwarded to Crown Lands for review.  Under the new CLMA the requirement for reporting of Financial Statements to Crown Lands has been removed.  Therefore, for the 2017/18 financial year the Trust Financial Statements have been prepared for the consideration of Council only. In future years, the Financial Statements for activities on Crown land will be incorporated into Council’s annual Financial Statements.

 

Signed copies of the statements will be provided to the auditors to enable completion of the audit.

Options:

This report is to enable the Council to ‘certify’ the annual Financial Statements for 2017/18 and no alternate option is presented.

Sustainability Assessment:

•     Environment

There are no perceived current or future environmental impacts.

•     Social

There are no perceived current or future social impacts.

•     Civic Leadership

There are no perceived current or future civic leadership impacts.

•     Economic – Broader Economic Implications

There are no perceived current or future economic impacts.

•     Economic - Delivery Program/Operational Plan Implications

Costs for preparation of the annual Financial Statements are allocated within the Trust’s budget.

Risk Analysis:

A risk assessment has been carried out and it is considered that endorsement of the recommendation does not present a risk to Council.

Consultation:

The annual Financial Statements were collated with the assistance of various Council staff members in conjunction with Moore Stephens (the Trust’s external auditors).

Related Policy, Precedents and / or Statutory Requirements:

The Financial Statements are prepared and presented on an annual basis in accordance with statutory and regulatory requirements.  The financial statements have been prepared in accordance with:

 

1.       Australian Accounting Standards (AASBs)

2.       Crown Lands Act, section122 (repealed)

Implementation Date / Priority:

The annual Financial Statements will be authorised for issue within statutory timelines.

Conclusion:

This report provides Council the Coffs Coast State Park Trust draft annual Financial Statements for the 2017/18 financial year.  Once audited, the final Financial Statements will be presented to Council with an analysis of the results.

 

 


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SC18/37       Impact of NSW State Government Budget on Coffs Harbour Library Service and Renew Our Libraries Advocacy Initiative

Author:                        Library, Museum, Gallery & Cultural Services Team Leader

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.2 A community achieving its potential

Attachments:              Nil

 

Executive Summary

This report responds to the notice of motion NOM18/13 passed at the 12 July 2018 Council meeting relating to the possible impacts of the 2018/19 NSW State budget on the Coffs City Council library service 2018/19 budgets and forward estimates.

 

The 2018/19 NSW State budget included a 18% decrease of funding available for the 368 public libraries across NSW.  However, on 24th August 2018, a $60 million new funding commitment was announced by the NSW State Government.  The budget implications for the Coffs Harbour City Council library service of both the 2018/19 NSW State budget and the subsequent new funding commitment from the NSW State Government is still unclear.  Although not confirmed, it appears that the new funding arrangements may have positive outcomes in relation to an increased subsidy available to the Coffs City Council library service from 2019/20 onwards.

The State Library of NSW is still awaiting Ministerial approval prior to publishing the funding arrangements for Councils for the 2018/19 year and beyond.  This report provides funding background and subsidy information that is currently available and also outlines an important NSW Public Libraries Association and Local Government NSW library funding advocacy initiative, Renew Our Libraries

It highlights the importance for Council to join the campaign to work towards a more sustainable funding model required for public libraries.

 

Recommendation:

That Council

1.       Note the estimated subsidies for the Coffs Harbour City Council library service for 2018-19 to 2020-21 and the announcement by the NSW Government of its intention to provide a $60m funding package for NSW public libraries for the quadrennial period 2019-20 to 2022-23.

2.       Endorse the NSW Public Libraries Association and Local Government NSW library funding advocacy initiative, Renew Our Libraries.

 

Report

Description of Item:

At the 12th July 2018 Council resolved (Resolution 2018/157):

“that a report be provided to Council containing the extra costs associated with the Library Budget for the forward estimates and the 18/19 financial year taking into consideration the State Budget shortfall for Libraries of 18%. This report to cover all Libraries in the Coffs Harbour LGA."

 

The 2018/19 NSW State budget included a 18% decrease of funding available for the 368 public libraries across NSW.  However, on 24th August 2018, a $60 million new funding commitment was announced by the NSW State Government. 

The implications of the 2018/19 NSW State budget and the new funding commitment from the NSW State Government is still unclear.  Although not confirmed, it appears that the new funding arrangements (in particular from 2019/20 onwards) may have positive outcomes in relation to an increased subsidy available to the Coffs City Council library service. 

This report therefore provides background and financial information relevant to this issue with the information that has been received to date from the State Library of NSW. The report also outlines and recommends participation in the NSW Public Libraries Association and Local Government NSW library funding advocacy initiative, Renew Our Libraries.

Issues:

Library service budgets and funding sources

 

Public libraries in NSW are run by local governments and funded by both local and state government. The Library Act 1939 established per capita funding to be allocated from the state to local governments to operate public libraries. 

 

The per capita funding has been set at $1.85 per capita since 1984.  The State Government has also provided annual competitive grant funding – the Public Library Infrastructure Fund - which has been set at a maximum of $200,000 per annum over the past four years.  In addition, non-competitive Local Priority grants are allocated on an annual basis based on community need.

 

In 2018/19, the competitive State Public Library Infrastructure grant was replaced with access to $5 million library targeted funds within Round 2 of the Regional Cultural Fund.  This was an increase to the $3.75 million previously allocated and only available to regional councils.  Council has submitted an application for $203,865 and the outcome will not be known until early in 2019.

 

On the 24th August 2018 the NSW government announced a $60 million funding commitment for NSW public libraries. This new commitment includes a 54% increase in the per capita base of funding from $1.85 to $2.85 by 2022/23.  In addition, a new grant program totalling $6 million per annum is planned to commence in 2019/20.   This grant program is considerably larger than the previous State Public Library Infrastructure Fund.

 

The State Library of NSW notes on their website that they are “able to share some high level detail on the funding commitment, however, please note that the finer details, including individual council payments will be confirmed once additional modelling and stakeholder consultation has been undertaken.”

 

The State Library of NSW is still awaiting Ministerial approval prior to publishing the funding arrangements for Councils for the 2018/19 year.  Until Council receives this information it is not known if there will be any extra cost or budgetary implications for the Coffs Harbour City Council library service in 2018/19.

 

For 2019/20 onwards it is understood the State Library of NSW will follow the usual process to model the payments, which includes the preparation of funding options for consultation through the Library Council of NSW’s Public Libraries Consultative Committee, and the recommendation of a preferred model for the consideration of the Minister for the Arts.

 


 

 

Coffs Harbour City Council library service 2018/19 budget and forward estimates as per Delivery Program

 

The current 2018/19 budgeted subsidy amount and forward estimates expected from the NSW State Government for the remainder of the Delivery Program is outlined in Table 1 below.  The State Library of NSW is awaiting Ministerial approval prior to publishing the funding arrangements for Councils for the 2018/19 year so any potential impact on the 2018/19 budgeted subsidy amount is still to be confirmed.

 

Table 2 contains the most recent high level information received in relation to the phased approach for the new funding commitment from the State Government.  

 

Although still to be confirmed, it appears that the proposed new funding arrangements may result in an increased subsidy amount available to the Coffs City Council library service.

Further information around the confirmed funding arrangements will be provided to Council when it is received from the State Library of NSW.

 

Table 1 – Coffs Harbour Library Service forecast estimates as per remainder of Delivery Program 2017-2021

Financial Year

Subsidy per capita $ amount

Annual subsidy estimates for Coffs Harbour Library Service forecasted in Delivery Program

2018/19

$1.85

 $139,900 *

2019/20

$1.85

 $144,100

2020/21

$1.85

 $148,420

 

 

 

 

 

 

*2018/19 subsidy amount awaiting confirmation by State Library NSW.

 

Table 2 – Forecast phased subsidy estimates for Coffs Harbour Library Service 2019-2023 as per NSW State Government funding commitment

 

Financial Year

Subsidy per capita $ amount  *

Annual subsidy estimates for Coffs Harbour Library Service as per proposed phased NSW Govt. funding commitment

2019/20

$2.45

$184,982

2020/21

$2.55

$192,532

2021/22

$2.65

$200,082

2022/23

$2.85

$215,183

 

 

 

 

 

 

 

 

 

*State Government proposed figures are yet to be confirmed in the State 2019/20 budget

 

A sustainable funding model - Renew Our Libraries Advocacy Campaign

Today’s libraries are about more than books – they are valuable centres for people to access information, knowledge and learn new skills.

At the 2017 LGNSW Conference all Councils unanimously agreed to joint advocacy as follows:

That Local Government NSW works with the NSW Public Libraries Association (NSWPLA) to develop a strategic partnership to:

a)   Increase public awareness of the multiple roles that Local Government Public Libraries play in supporting the educational, social, cultural and economic outcomes in local communities

b)   Advocate, in the lead up to the March 2019 State election, for improved State Government funding for Local Government Public Libraries in NSW to enable public libraries to meet the growing needs of our local communities.

The NSW Public Libraries Association and Local Government NSW united to create Renew our Libraries as follows:

Renew our Libraries is a platform for communities to advocate for increased library funding, and the creation of a long-term, sustainable funding model to invest in the libraries of the future. Members of the public can sign up to the campaign and find further information at http://renewourlibraries.com.au/.

The Renew Our Libraries campaign identifies that libraries need sustainable funding so they can continue to deliver:

Programs and activities

Whether its writers’ workshops, English lessons, seniors’ classes or kids rhymetime, public libraries need the resources to continue to deliver programs and activities that people from every part of our community can access and rely on.

Technology and databases

No matter who you are or where you live, our local libraries are critical in giving everyone the opportunity to get connected and stay in touch.

Infrastructure and community spaces

Public libraries are a focal point for people to meet, learn, study and create. Libraries need long term, sustainable funding to maintain and grow these increasingly popular community spaces.

The Renew Our Libraries initiative is seeking Council’s support of its campaign.

Options:

1.       Adopt the recommendation as outlined.

2.       Amend or reject the recommendation – this may mean Council does not participate in the funding advocacy initiative “Renew our Libraries”.

Sustainability Assessment:

•        Environment

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

•        Social

The Enriching Communities: the value of public libraries in NSW (2008) research notes that the top five outcomes from public library use are enhanced quality of life; enhanced enjoyment from hobbies; ability to obtain information not available elsewhere; facilitation of lifelong learning; and support for children’s education.

•        Civic Leadership

Council has a statutory role in provision of library services in accordance with the Library Act 1939 and Library Regulations 2018.

•        Economic – Broader Economic Implications

The Enriching Communities: the value of public libraries in NSW (2008) research notes that library services deliver $4.84 of economic benefit for each $1 expended. 

•        Economic - Delivery Program/Operational Plan Implications

Any impacts will not be confirmed until Council receives written confirmation from the State Library of NSW of the 2018/19 (and beyond) funding.

 

It is unclear if there is any impact on the subsidy estimated to be received in the 2018/19 budget. 

 

It would appear that the additional NSW State Government funding commitment will mean an increased amount of subsidy to the Coffs Harbour Library Service on an annual basis from 2019/20 onwards having a positive effect on Council’s budgets.

Risk Analysis:

There is a risk that the per capita subsidy increases as projected are not enacted through State Government budget processes.  This could have an impact on Council’s forward estimates for the Coffs Harbour library services.

Consultation:

Participation in the Renew Our Libraries campaign has been endorsed by Local Government NSW.

Consultation has occurred with and information received from the NSW Public Libraries Association, State Library of NSW and NE Zone members of the NSW Public Libraries Association.

Related Policy, Precedents and / or Statutory Requirements:

NSW public libraries are governed by the Library Act 1939, initially introduced to ensure the provision and ongoing sustainability of libraries through state and local government collaboration.

Council library services are guided by the Library Strategic Plan 2012-2016.  An updated draft Library, Museum, Gallery Strategic Plan is targeted for review by Council by the end of 2018.

The Cultural and Civic Space project identified the need for enhanced library services in the local government area.  This project addresses the need through proposed enhanced service levels and increased space.

Implementation Date / Priority:

Council will implement any changes to budget estimates when the State Library NSW has notified Council of the 2018/19 and subsequent years funding strategy.

Participation in Renew Our Libraries campaign will take effect immediately.

Conclusion:

Participation in the Renew Our Libraries campaign is recommended to ensure a long-term, sustainable funding model to invest in our Coffs Harbour libraries of the future.

 


SC18/38       Coffs Harbour City Centre - Review of Height and Built Form Controls

Author:                        Planner / Urban Designer

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  SC18/38   Coffs Harbour CBD - Review of Height and Built Form Controls - Final Study Report - July 2018

ATT2  SC18/38   Planning Proposal (version 1 - Gateway Determination)

ATT3  SC18/38   Draft Development Control Plan Amendment 11 (CBD Height Review)

ATT4  SC18/38   Submission Responses Summary

ATT5  SC18/38   CONFIDENTIAL          Submissions

Confidential in accordance with Section 10A(2)(e) of the Local Government Act as it contains information that would, if disclosed, prejudice the maintenance of law.  

 

Executive Summary

At its Ordinary Meeting of 9 February 2017, Council resolved to undertake a review of building heights in the Coffs Harbour City Centre. Consultants were engaged and a draft report for the building heights review was presented to Council at its Ordinary Meeting of 7 December 2017. Council resolved to endorse and publicly exhibit the report in 2018. The results of the public exhibition were reported to Council on 9 August 2018, where Council deferred the progression of the review subject to a workshop being held with Councillors. The workshop occurred on 21 September 2018 and the building heights review is now being presented back to Council.

The purpose of this report is therefore to present the outcomes of the public exhibition process and the Coffs Harbour CBD – Review of Height and Built Form Controls Final Study Report – July 2018 (Attachment 1) to Council. The report states that an increase in the maximum height of buildings and floor space ratio controls within the city centre can be achieved without impacting on the amenity of key public spaces, provided that such changes are supported by additional local built form controls. The proposed draft amendments to Coffs Harbour Local Environmental Plan 2013 and Coffs Harbour Development Control Plan 2015 (Attachments 2 and 3) have been developed in accordance with recommendations of the review process.

 

Recommendation:

That Council:

1.       Adopt the Coffs Harbour CBD – Review of Height and Built Form Controls Final Study Report – July 2018 (Attachment 1).

2.       Endorse and forward a Planning Proposal (Attachment 2) to amend the Height and Built Form Controls of Coffs Harbour Local Environmental Plan 2013, to NSW Planning and Environment seeking a “Gateway Determination”.

3.       Request that the Secretary of the NSW Department of Planning and Environment issue a written authorisation to Council to exercise delegation of the plan making functions under section 3.36(2) of the Environmental Planning and Assessment Act 1979 in respect of the Planning Proposal.

4.       Publicly exhibit the Planning Proposal and undertake government agency consultation subject to the terms of the Gateway Determination issued by the NSW Department of Planning and Environment.

5.       Publicly exhibit Draft Coffs Harbour Development Control Plan 2015 Amendment Number 11 (CBD Height Review) (Attachment 3) concurrently with the associated Planning Proposal.

6.       Note that a further report will be brought back to Council for consideration following the public exhibition of the Planning Proposal and draft Development Control Plan amendment.

 

Report

Description of Item:

At its meeting of 9 February 2017, Council considered a Notice of Motion regarding Coffs Harbour City Centre height restrictions and resolved the following:

1.   That Council commence urgently a review of the building heights in the CBD of Coffs Harbour (as defined in the CBD Masterplan) with a view to seeking an amendment to the LEP based on the findings.

2.   That a funding report to commence the review be presented to Council at the next meeting.

At its meeting of 23 March 2017, Council subsequently resolved:

That Council endorse the Project Plan (Attachment 1) and Consultant Brief (Attachment 2) for the Review of the Coffs Harbour CBD Height and Built Form Controls.

Consultants, Conybeare Morrison were subsequently engaged to undertake this review. A draft report for the building heights review was presented to Council at its Ordinary Meeting of 7 December 2017, with the following resolution:

1.   Endorse the draft Review of the Coffs Harbour CBD Height and Built Form Controls (Attachment 1) and place the draft Review on public exhibition until mid-February 2018.

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

The results of the public exhibition were reported to Council on 9 August 2018, where it was resolved:

That Council defer Item SC18/29 subject to a further workshop with Councillors.

The workshop was held with Councillors on 21 September 2018. The building heights review is now being presented back to Council.

The purpose of this report is therefore to present the outcomes of the public exhibition process and to seek Council’s endorsement to proceed with amendments to local planning controls based on recommendations contained within the Coffs Harbour CBD – Review of Height and Built Form Controls Final Study Report – July 2018 (Attachment 1). These recommendations are for a significant increase to the height of buildings and floor space ratio controls for the ‘Central Business District (CBD) core area’ which was refined in the early stages of the review. The ‘CBD core area’ is bounded by the Pacific Highway, Vernon Street, Earl Street and Park Avenue and corresponds with the existing mapped 17m (4 storey) height limit as stipulated in Coffs Harbour Local Environmental Plan (LEP) 2013.

The final report recommends that the maximum height of buildings is significantly increased within the ‘CBD Core area’ from 17m to 44m. Similarly, the final report recommends that the maximum floor space ratio for buildings within the ‘CBD core area’ is significantly increased from 2.5:1 to 4.5:1, with the exception of key sites that will directly affect City Square and key public parks.

The recommendations of the final report (Attachment 1) are supported by specific testing and analysis that has been undertaken for a number of land parcels within the ‘CBD core area’. This additional analysis demonstrates that an increase in the maximum height of buildings and an increase to the floor space ratio controls can be achieved without impacting on the amenity of key public spaces provided that such changes are supported by additional local built form controls. This is discussed further in the issues sections of the report.

The proposed draft amendments for Coffs Harbour LEP 2013 and Coffs Harbour Development Control Plan (DCP) 2015 (Attachments 2 and 3) have been developed in accordance with recommendations of the review process.

Issues:

·        Coffs Harbour City Centre Masterplan 2031

The vision of the Coffs Harbour City Centre Masterplan 2031 is to be the key retail, commercial and entertainment precinct for the region, with an attractive urban environment. A significant increase in building heights and more flexible floor space ratio controls will assist in facilitating new retail, commercial and residential development in the city centre. To ensure that this development aligns within the Masterplan vision to create an attractive urban environment, additional planning controls are also proposed to ensure that design excellence in built form outcomes is realised.

·        Activation of the City Centre

One of the main objectives of zone B3 Commercial Core under Coffs Harbour LEP 2013 is to ensure that the scale and nature of future development reinforces the role of the CBD as the primary commercial, employment and retail centre in the region. Another is to ensure that the design of new buildings makes a positive contribution to the streetscape via the retention and creation of view corridors and the provision of a safe public domain.

The recommendations contained within the final report (Attachment 1) align with these existing objectives contained within Coffs Harbour LEP 2013. Increased building heights and more flexible floor space ratio controls will assist to facilitate commercial, employment and retail development within the city centre, whilst the proposed new built form local provisions will ensure that street amenity and solar access outcomes are protected.

·        Floor Space Ratios

Modifications to floor space ratio controls within the ‘CBD core area’ are recommended in the final report (Attachment 1) to encourage the amalgamation of sites to a size which permits a good built form outcome and efficient development of prime city centre properties. An increase to the floor space ratio controls for buildings within the ‘CBD core area’ is recommended from 2.5:1 to 4.5:1, with the exception of key sites that will directly affect city square and key public parks. A lower floor space ratio for buildings on these keys sites is required to reduce building bulk and associated amenity impacts.

Yield calculations that have been generated as part of the review show that an additional 115,700 m2 of commercial gross floor area could be generated within the ‘CBD core area’. It is estimated that this would satisfy commercial floor space demand for 80 plus years, based on current market conditions.

·        Additional Local Built Form Controls

Workshopping of different scenarios with the community during 2017 identified a difference of opinion about whether built form controls should be imposed. Opinions ranged from increasing maximum building heights and floor space ratios with no amenity controls; to introduction of additional built form controls if additional height is allowed, so as to protect the amenity of the city centre.

Public exhibition of the draft building heights review report attracted only two written submissions, both seeking a maximised approach. In response to this, additional testing and analysis was undertaken for randomly selected sites within the city centre. This analysis looked at the development potential for each site; with and without any additional amenity and built form local planning controls.

This analysis demonstrated the need for, and the subsequent inclusion of, the additional local planning controls to ensure that a positive urban design outcome is realised for the city centre. For buildings above eight stories in height, improved urban design outcomes result when a podium and tower building is provided as opposed to a perimeter-block building which concentrates the building mass at the street frontage. If perimeter-block building types extended over eight stories in height, they would create large continuous walls of buildings of significant mass and of inappropriate scale, would block solar access to streets throughout the day and limit opportunities for the sharing of views. A podium and tower building above eight stories will provide a better built form outcome by providing improved solar access, natural ventilation and opening up opportunities for views from upper levels of buildings.

The final report (Attachment 1) recommends the introduction of additional local provisions to ensure that the amenity currently enjoyed within the city centre is maintained and enhanced; thereby encouraging people to live and work in the city centre. The recommendations seek to facilitate a built form outcome that maximises development potential, whilst also maintaining important urban amenity, such as streets with buildings which have a comfortable human scale and which incorporate city plazas, city parks and footpaths that have adequate sunlight during winter. Additional built form controls are proposed as follows:

-     Solar Access

The proposed addition of a new local provision within Coffs Harbour LEP 2013 and amended front setback requirements within draft Coffs Harbour DCP 2015 will ensure solar access will be maintained to important public spaces and at the key lunchtime hours of the day in the middle of winter. City square, the southern footpaths of the city’s spine and city parks are seen as important public places to protect.

-     Street Frontage

Many small and narrow allotments exist in the city centre and these sites, when considered in isolation, are unsuitable for the development of tall buildings (of 13 or 14 storeys height). In acknowledging the existence of numerous long and narrow allotments within the city centre, the final report (Attachment 1) recommends consolidation of narrow sites and a minimum street frontage for each resulting development. The final report and the additional testing analysis demonstrate that the introduction of this new local planning control is necessary to ensure that visually, buildings have an appropriate overall horizontal proportion compared to their vertical proportions and to prevent the creation of unviable floor plates and extensive blank side boundary walls.

The recommended minimum frontage requirement will only apply to buildings greater than 28m in height within zone B3 Commercial Core under Coffs Harbour LEP 2013. The minimum frontage requirement will not apply to buildings less than 28m in height, as the existing setback requirements and floor space ratio controls will provide a satisfactory urban design outcome for buildings of this height.

·        Parking

During the consultation phase of the building heights review, Council’s parking requirements and associated development contributions were identified as potentially stifling development within the city centre. This issue is outside the scope of the current review. Council is aware of this matter and has identified a project within its Delivery Program to undertake a review of parking requirements and development contributions within the city centre. Timing of this project is uncertain at this stage as it remains unfunded.

Options:

Council has two options in relation to this matter as follows:

1.   Resolve to adopt the final report (Attachment 1) and proceed with amendments to local planning controls based on the recommendations within the final report. This option would provide a pathway for a significant uplift in allowable building height and floor space ratios within the ‘CBD core area’.

2.   Resolve not to adopt the final building heights review report (Attachment 1) or to proceed with amendments to local planning controls based on the final report. This option would result in the existing building height and floor space ratio controls applying to land within the CBD core area.

This report recommends that Council pursue Option 1 as outlined.

Sustainability Assessment:

•     Environment

The recommendations contained within this report are unlikely to result in adverse environmental impacts.

•     Social

The introduction of additional local planning controls will address issues raised by the community during the building heights review process in relation to quality built form outcomes, solar access to key public spaces, and amenity/visual impacts. It will also promote a positive pedestrian experience that will assist to activate and increase the vibrancy of the city centre. This reflects Council’s long-term strategic vision for the city as endorsed in its Local Growth Management Strategy; MyCoffs Community Strategic Plan, Coffs Harbour City Centre Masterplan 2031, Coffs Harbour LEP 2013 and Coffs Harbour DCP 2015.

•     Civic Leadership

The recommendations contained within this report are influenced by the following objectives of the MyCoffs CSP:

-     B1.2 - We attract people to work, live and visit in the Coffs Harbour local government area.

-     C1.1 - We create liveable spaces that are beautiful and appealing.

-     D1.1 - We foster informed and inspired leadership in our community.

-     D1.2 - We undertake effective engagement and are informed.

-     D2.2 - We collaborate to achieve the best possible future for all the Coffs Harbour area.

•     Economic – Broader Economic Implications

The recommendations contained within this report endeavour to increase the capacity of the city centre to foster economic growth and to meet the demographic needs of the Coffs Harbour Local Government Area which is characterised by a high population growth rate and an ageing population.

•     Economic - Delivery Program/Operational Plan Implications

The recommendations contained within the final report (Attachment 1) are unlikely to impact on Council’s Delivery Program or Operational Plan. The building heights review has been funded through Council’s 2016/17 Operational Plan. Subsequent amendments to local planning controls, if endorsed by Council, would be undertaken as a business as usual process.

Risk Analysis:

By not proceeding with the recommendations contained within the final report (Attachment 1), development opportunities for higher buildings in the ‘CBD core area’ may not be realised. Further risk analysis would be undertaken during the local planning controls amendment process, should Council choose to support the recommendations of this report.

Consultation:

The community, key stakeholders and businesses within the city centre were consulted during the building height review process. Input to the review was invited through a variety of channels at various stages as outlined in the final report (Attachment 1).

Public exhibition of the draft building heights review report attracted two written submissions. A submission response document has been prepared (Attachment 4) and a confidential copy of all submissions received is provided (Attachment 5).

Should Council resolve to amend local planning controls, additional public consultation is required to be undertaken in accordance with the relevant provisions of the Environmental Planning and Assessment Act 1979 (‘EP&A Act’).

Related Policy, Precedents and / or Statutory Requirements:

The following policies and statutory documents have been considered in the preparation of this report: North Coast Regional Plan 2036; EP&A Act 1979 and Regulations; Coffs Harbour Local Growth Management Strategy; MyCoffs Community Strategic Plan; Coffs Harbour City Centre Masterplan 2031; Coffs Harbour Local Environmental Plan 2013 and Coffs Harbour Development Control Plan 2015.

Implementation Date / Priority:

Should Council resolve to support the recommendations within the final report (Attachment 1) and proceed with amendments to local planning controls, the timeframes for completion is governed by the EP&A Act 1979 and will be determined by the NSW Department of Planning and Environment. The anticipated overall projected timeline is summarised within the Planning Proposal (Attachment 2).

Conclusion:

The purpose of this report is to present the outcomes of the public exhibition process and the Coffs Harbour CBD – Review of Height and Built Form Controls Final Study Report – July 2018 (Attachment 1) to Council; and to seek Council’s endorsement to proceed with amendments to local planning controls within the Coffs Harbour City Centre. The proposed amendments will result in a significant increase to height of building and floor space ratio controls.

The recommendations are supported by specific testing and analysis that has been undertaken for randomly selected land parcels within the CBD core which demonstrated that an increase in the maximum height of buildings and an increase to the floor space ratio controls can be achieved without impacting on the amenity of key public spaces, provided that such changes are supported by additional local built form controls.

The proposed draft amendments for Coffs Harbour LEP 2013 and Coffs Harbour Development Control Plan (DCP) 2015 (Attachments 2 and 3) have been developed in accordance with recommendations of the review process.

 


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SI18/20         Precast Concrete Bridge Components

Author:                        Group Leader Asset Construction and Maintenance

Authoriser:                  Director Sustainable Infrastructure

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              Nil

 

Executive Summary

For the last 10 years Council has undertaken a program to replace its aged timber bridges with more durable concrete structures.  The delivery methodology is for Council’s bridge team to construct the bridges with precast concrete components supplied by precast yards remote from the Coffs Harbour.

 

The cost of the precast concrete units is significant, with Council spending approximately $160,000 per single span bridge for the design, supply and delivery of components.  Over the life of the program to date Council has spent in the order of $2.5 million on procuring precast bridge components. There will continue to be a demand for Council to procure concrete components as there remains 55 timber bridges that will require replacement in the next 20 to 30 years.  At current market rates the cost of precast components is estimated to be in the order of $9 million.

 

In order to reduce the cost of the design, supply and delivery of precast concrete bridge components, Council’s Infrastructure Construction and Maintenance Group have investigated the viability of producing its own precast bridge components.  Investigations undertaken show that producing component ‘in house’ is viable and will significantly reduce the cost of the bridge replacement program. 

 

This report requests that Council allocate $143,000 from the Coastal Works Reserve as seed funding to establish the production of precast concrete bridge units.

 

Recommendation:

That Council allocate $143,000 from the Coastal Works Reserve towards the establishment of a facility to provide precast concrete bridge components.

 

Report

Description of Item:

This proposal is for the ‘in house’ manufacture of precast unstressed bridge components for use in Coffs Harbour City Council capital projects and maintenance works. The goal of the operation is to reduce project cost for Coffs Harbour City Council and deliver the bridge renewal program at the most economical rates possible.

ICM will produce unstressed reinforced concrete bridge components including:

·       Girder / deck units, up to 15 metres

·       Abutments

·       Headstocks

·       Wingwalls

 

The existing Infrastructure Construction and Maintenance (ICM) Group management and operational staff possess the depth of experience and qualifications to produce bridge components on par with what is currently available on the market.  The intent of the manufacturing process is to operate when required, with the production staff being drawn from the existing ranks of the Heavy Concrete Bridge Crew.

The operation will focus on single span unstressed bridge decks and abutment with the view of diversifying into multispan as the product is proved in the field. The deck units and the production moulds would be designed by an external designer with the production moulds being constructed in Coffs Harbour by one of the panel members of the Council metal fabrication panel.

The manufacture of bridge components has the ability to save approximately 30% from the existing cost of precast items and reduce the total cost of a precast concrete bridge by between 10 and 20%.  This saving will be passed on to Council.

The proposed casting yard would be established on operational land at Lot 1, DP 1080285 Christmas Bells Road, Coffs Harbour immediately south of Coffs Harbour Waste Water Treatment Plant. This land is appropriately zoned and currently used for the storage of construction and maintenance materials. The street frontage is 73 metres with a depth of 117 metres; 0.85 hectare, including hard stand and security fencing, as shown below.

 

Council currently sources its precast units from one of three suppliers, all being remote from Coffs Harbour in Newcastle, the Hunter Valley and Armidale.  Unfortunately transport of heavy precast units to Coffs Harbour is expensive and contributes significantly to the final build cost.  By manufacturing locally, transport costs will be reduced and makes the local operation more viable.

 

1.         An example of the precast components proposed to be built. A deck unit supported

2.         an precast abutment with a wingwall (on the left hand side of the photo)

Issues:

Warranties: The design life and manufacture of the components is planned for the standard 100 year life. The quality assurance applied to the production of the components will be used to manage any non-conforming units. Usual industry warranty will apply to goods supplied and incorporated into Council’s construction works.

Quality Control: The precast components will be based on the RMS Bridge Specifications with the ability for the Infrastructure Construction and Maintenance Group to alter the specifications in consultation with the designer.  The RMS Bridge Specifications are the industry standard used by State and Local Road Authorities, being the same specification to which units are supplied to Council currently.

 

In House Expertise:

The Infrastructure Construction and Maintenance Group has a number of engineers and manager who have built numerous bridges for RMS and other clients.  The Bridge Team regularly construct bridges away from Coffs Harbour for other Road Authorities and their skills are highly regarded.  The process to construct unstressed concrete bridge components is relatively straight forward and well within the capability of the team.  Considering the experience of the team members in this area the risk of failure is low, with a number of team members having done similar work elsewhere. 

 

Accountibility for Production Costs:

The Infrastructure Construction and Maintenance Group should be accountable to manufacture componets for significantly less than available to Council on the open market.  Construction estimates show that by manufacturing components in house a 30% saving on the current cost of these components can be expected. The Sustainable Infrastructure Directorate will establish a procedure that will ensure ICM is accountable to provide units at better than market rates.

Options:

Council can continue to pay the penalty for being remote from the major manufactures of precast units for short span bridges.  Whilst there are manufactures on the Coffs Coast of larger prestressed units they don’t make units for smaller bridges, which is Council’s need.  This limits the options available to Council for the supply of units for its Bridge Renewal Program. 

 

Council can continue to pay a premium for units in a market which has limited suppliers or employ their in house expertise and manufacture equivalent units at a 30% saving.  

Sustainability Assessment:

•     Environment

The proposal to manufacture precast concrete bridge components in Coffs Harbour will use the same material resources as if the components were manufactured elsewhere.  The advantage to the environment will be the elimination of long distance transport to Coffs Harbour, saving fuel and carbon emissions. 

•     Social

The proposal will support the retention of skilled labour within the LGA.  It is likely that once the Pacific Highway Upgrade winds down skilled labour will move onto other civil projects. It will be advantageous to the community to be able to retain these skills and eventually provide training and opportunities for younger employees.

•     Civic Leadership

Council encourages local start up enterprises for the many advantages they bring to the local economy and community.  By supporting the manufacture of precast concrete units in Coffs Harbour Council is demonstrating its commitment to the local economy and community in accordance with the Community Strategic Plan.

•     Economic – Broader Economic Implications

There are a number of broader economic implications in proceeding with this proposal.  They include an increased expenditure with local suppliers and businesses for reinforcing steel, premix concrete, formwork material, concrete pumps and heavy transport.  Since it is proposed to fund the start up from the Coastal Works Business Reserve there is no impact on the General Fund and other Council projects and services.

•     Economic - Delivery Program/Operational Plan Implications

The Infrastructure Construction and Maintenance team has estimated the start up funding required at $143,000 consisting of the following:

Item

    Estimated Cost

The design of the deck and moulds

$30,000

The manufacture of the mould

$25,000

Consultant to update Infrastructure Construction and Maintenance Group Integrated Management System

$10,300

Obtaining ISO 3rd party accreditation

$9,980

Mobile dome to cover mould while curing

$11,292

Concrete production slab

$18,985

Transport cradles

$5,500

Establishment of equipment to yard

$13,000

Contingency 15%

$18,608

Total

$142,665 (excluding GST)

It is proposed to allocate $143,000 from the retained earnings in the Coastal Works Business Reserve. The reserve balance as at 30 June 2018 was $1,264,016.  This reserve is funded by the retained earnings over and above the annual dividend paid to Council from the commercial activities undertaken by Coastal Works.  The purpose of the reserve is to fund activities associated with growing the commercial works capacity in Coastal Works.

The start-up costs would be allocated with a view to repay the amount over a 2 year period from the annual gross margin achieved through commercial activities.  The project will not require an allocation from Council’s General Fund and demonstrates that Coastal Works is able to take advantage of opportunities to provide a more costs effective service to Council.

Risk Analysis:

Risk

Likelihood

Impact

Strategy

Start-up costs blowout

Unlikely

High

Obtain hard dollar quotes for works where possible.

Monitor and report project costs and progress

Precast component fails due to design error

Unlikely

High

Each component designed by structural engineer specialising in bridge components

Precast component fails due to lack of workmanship

Possible

High

Only competent, qualified and experienced staff in the production of the components

Apply the Inspection Test Plan in accordance with RMS specifications

Precast component fails due to inferior manufacturing quality

Possible

Medium

Implement and maintain ISO quality assurance standards throughout production

Consider third party sign off on unit manufacture

 

Consultation:

The Infrastructure Construction and Maintenance team has consulted with the Strategic Managers of Council’s bridge stock and has their support in the proposal to make bridge components ‘in house’.

Related Policy, Precedents and / or Statutory Requirements:

Council’s suite of Insurance Policies cover the design and manufacture of precast concrete units.  The current Workers Compensation, Public Liability and Professional Indemnity Insurance cover all activities involved with the design, supply, manufacture and transport of precast concrete units.

The components will be manufactured in accordance with all applicable legislation. The deck units will be designed so as not to encroach on the intellectual property of the current suppliers in the market place.

Implementation Date / Priority:

Once approval from Council is received the implementation will commence.  It has been necessary for ICM to have spoken with the bridge designer during the planning phase regarding price and likely component shape so hence the design options can be commenced almost immediately.

 

The establishment of the facility at Christmas Bells Road requires Development Consent and a DA will be lodged and approval received before site works commence.  It is expected that precast components can be manufactured this year for one of three bridges due for replacement in 2018/19.  They are Taylors Bridge, Corindi; Hosts Bridge, Central Bucca or Coffs No. 2, Dairyville.

 

Conclusion:

The in house manufacture and supply of precast concrete bridge components is forecast as considerably lower than the current market rates for the same product.  This proposal provides a saving to Council in the order of 10 to 20% on its bridge renewal program in the supply and delivery of precast units.

The Bridge Renewal Program is going to be ongoing for Council over the next 25 to 30 years.  Having 55 timber bridges left to replace Council will require a lot of precast materials over the life of the program.  With the experience and expertise in ICM Council can become a leader in Local Government engineering manufacturing components for local road bridges.

By taking advantage of the Coastal Works Reserve funds the General Fund is not impacted in establishing this capacity and ultimately will benefit the General Fund by providing lower bridge replacement costs to Council.

 

 


SI18/21         Contract No. RFT-984-TO - Loaders Lane Footbridge

Author:                        Project Manager

Authoriser:                  Director Sustainable Infrastructure

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              ATT1  SI18/21     CONFIDENTIAL          Tender Assessment Contract RFT-984-TO Loaders Lane Footbridge

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

 

Executive Summary

Council recently called tenders for the design and construction of a new pedestrian footbridge linking Loaders Lane to William Sharpe Drive to provide access to new open space facilities as per the adopted West Coffs Masterplan. Council has committed funds through S94 developer contributions to the project in the 2018/19 budget.

Council received five responses and all tenderer prices received significantly exceed the project’s set budget.

 

 

Recommendation:

That Council:

1.       Consider and adopt the recommendations contained in the Confidential Attachment to this report.

 

 

Report

Description of Item:

Future open space facilities within the West Coffs Reserve precinct are in the planning stages. To achieve an appropriate level of community access to these planned facilities, a new access walkway connecting Loaders Lane and William Sharpe Drive, crossing over Coffs Creek is needed. The creek crossing bridge is required to serve as a pedestrian shared pathway of 2.5m clear width between rails, and will span approximately 30m.

 

Conforming to the requirements of s55 of the Local Government Act (1993), Design and Construct Tenders were issued to the market for a Lump Sum contract. Tenders closed at 3:30pm on Tuesday 4 September 2018 and the offers received are valid for a 90 day period ending on 3 December 2018.

Tender submissions were received from five organisations, which were:

1.       AJ Civil Projects

2.       JNC Group

3.       Kenpass

4.       Teleo Design

5.       Waeger Group

 

Tenders were evaluated on the following criteria: 

·        Tender Price

·        Relevant Experience

·        Design & Construction Method

·        Quality & Safety

Issues:

All tenderer prices received significantly exceed the project’s set budget.

The prices received are not considered to be good value in their present form, based on tenders Council has received from other contractors for comparable projects in the recent past.

Options:

Given the necessity to carry out the works within a reasonable timeframe the options explored here are limited to:

1.       Adopting the recommendations. This would maximise the potential that the project will progress to meet Council’s desired timeline and at the lowest possible cost.

2.       Rejecting the recommendations. This would require a second round of tenders to be called which would delay the project and may, or may not, achieve the desired outcomes in any case.

Sustainability Assessment:

•        Environment

The proposed works will not affect threatened species, populations or ecological communities as listed in the TSC Act 1995.

The proposed works will have no impact on matters of National Environmental Significance (NES) or other matters as described in the Environmental Protection and Biodiversity Conservation Act 1999 (EPBC Act)

The proposed works will not have any significant adverse impacts on the natural or human environment.

•     Social

Council has committed funds through s94 developer contributions to the project in the 2018/19 budget with the community eagerly anticipating the completion in late 2018.

•     Civic Leadership

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

A1 A vibrant and inclusive place.

The project will help provide community access to vibrant, inclusive & modern open space facilities outlined within the West Coffs Masterplan.

•     Economic – Broader Economic Implications

Most tender submissions received were from companies outside the Coffs Harbour City Council Local Government area, with only one local company submitting a tender.

•     Economic - Delivery Program/Operational Plan Implications

The Tender prices received are outside the (2018/19) allocated budget.

Risk Analysis:

Quality, safety and environmental risks will be controlled during construction via Council’s Project Management team supervising and administering the contract.

Consultation:

The West Coffs Reserve Masterplan program of works has been the subject of extensive public consultation.  This project is part of that program of works.  Adequate Council internal consultation has been undertaken.

 

Staff will consult with all relevant stakeholders during the delivery/impact phase of the project.

Related Policy, Precedents and / or Statutory Requirements:

The calling, receiving and reviewing of tenders was carried out in accordance with S55 of the Local Government Act 1993, and Part 7 Tendering of the Local Government (General) Regulations 2005.

 

Tendering procedures were carried out in accordance with Council's policy.

Implementation Date / Priority:

The desired project completion timeframe is December 2018.

Conclusion:

All tenderer prices received for this project significantly exceed the project’s set budget. The prices received are not considered to be good value in their present form when tested against previous tenders and costing/s that Council has received for comparable projects.

Adopting the Recommendations in the Confidential Attachment is considered Council’s best available option to allow the project to proceed and to optimise the achievement of the desired project outcomes.