Coffs Harbour City Council

02 October 2019

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 10 October 2019

 

The meeting commences at 5.00pm and your attendance is requested.

 

 

AGENDA

 

1.         Opening of Ordinary Meeting

2.         Acknowledgment of Country

3.         Public Forum

4.         Disclosure of Interest

5.         Apologies

6.         Leaves of Absence

7.         Mayoral Minute

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.      Questions On Notice

19.      Matters of an Urgent Nature

20.      Consideration of Confidential Items (if any)

21.      Close of Ordinary Meeting.

 

 

Steve  McGrath

General Manager

 

 


Order of Business

 

  

General Manager's Reports

GM19/25         2019 Disclosure of Interest by Councillors and Designated Persons.................................................................................................................... 3

Directorate Reports - Business Services

BS19/49          Monthly Financial Performance Report for the Month Ended 31 July 2019.................................................................................................................... 5

BS19/50          Coffs Harbour Airport Master Plan Update 2019............................... 21

Notices of Motion Sustainable Communities

NOM19/12      Climate Emergency.......................................................................................... 231

Directorate Reports - Sustainable Communities

SC19/50          Draft Lifeguard Service Strategic Plan.............................................. 232

SC19/51          Community Participation and Engagement Plan - Draft................ 293

SC19/52          Northern Regional Planning Panel - Development Application No.0767/18DA - Subdivision (220 Residential Lots, Roads, Landscaping, Civil Infrastructure, Public Reserves & Residual Lot) - Lot 112, DP 1073791, Bambara Drive, Bonville................................................................ 347   


GM19/25      2019 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 2019.  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 2018 – June 2019, 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 2019 be noted.

 

 

  


BS19/49       Monthly Financial Performance Report for the Month Ended 31 July 2019

Author:                        Senior Financial Accountant

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS19/49   Monthly Financial Performance Report for the Month Ending 31 July 2019   

 

Executive Summary

This report presents the Monthly Financial Performance Report for 31 July 2019.  The report provides information on the actual to budget position at the financial statement level and capital expenditure reports for the current financial year.  The projected year to date surplus is $90.3M with the actual year to date being $92.4M.

 

The explanation of year to date variances is contained within the Income Statement commentary under Variance Comments for variances greater than 10%.  There are individual recurrent revenue sources with variances but overall recurrent revenue is on track, similarly for recurrent expenditure.

 

The capital expenditure target for the current financial year is $88.8M with $3.6M expended to the end of July.

 

 

Recommendation:

That Council note the Monthly Financial Performance Report for 31 July 2019.

 

Report

Description of Item:

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

 

The report includes:

 

Financial Management Summary

·     The net operating surplus at the end of July is $3.6M ahead of budget expectations with the majority of rates income budgeted and raised in the first month of the financial year.  The total surplus after capital grants is $92.4M against a budget of $90.3M.  Operating expenditure to the end of July $11.5M against a budget of $11.9M.

·     Capital expenses is behind budget expectations by $0.2M with total capital expenditure to the end of July of $3.6M versus a YTD budget of $3.8M and annual targeted expenditure of $88.8M.  Further details provided in the Capital Expenditure Report comments.

 

Income Statement

This is a comprehensive income statement detailing the monthly performance for July 2019.  This statement compares actual to budget on a monthly and year to date basis at the financial statement level.  In terms of monthly percentages, although some percentages may be large in dollar terms, they have a minor impact on financial performance.  There are individual comments for any monthly and YTD variances greater than 10%.

 

Capital Expenditure Summary and Detailed

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

Issues:

Income Statement commentary as at 31 July 2019 for Year to Date (YTD) variances:

 

Revenue

·     User Charges and Fees:  This positive variance arises from a number of revenue streams being budgeted on a different revenue type to that where the actual income is being receipted. It is anticipated that the majority of these issues will be rectified as part of the September QBRS report to Council.

·     Other Revenue:  The primary surplus item relates to timing of rental income invoicing for Council properties, issue will be rectified for September QBRS reporting.

·     Grants and Contributions Operating Purposes:  In relation to the Integrated Transport Strategy project there is $187,500 budgeted grant income that may now not be received. This budget adjustment will be addressed in the September QBRS report to Council.

·     Capital Grants, Subsidies, Contributions and Donations: YTD actuals are negative due to accrual reversals for grant income on major capital projects including Community Facilities activation, Geoff King Oval, Safe Coffs CCTV and security lighting, regional roads / blackspot / safer roads programs.

 

Expenditure

No issues for July.

 

Income Statement commentary as at 31 July 2019 for Monthly variances:

 

Revenue

Per above comments.

 

Expenditure

Per above comments.

Options:

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

Sustainability Assessment:

•      Environment

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

•      Social

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

•      Civic Leadership

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

•      Economic – Broader Economic Implications

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

•      Economic - Delivery Program/Operational Plan Implications

The year to date surplus, after capital revenue, is estimated to be $90.3M as at 31 July 2019.

Risk Analysis:

There are no risks associated with this report.

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

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

Implementation Date / Priority:

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

 

Conclusion:

 

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

 

The Responsible Accounting Officer confirms the Monthly Financial Performance Report for the month ended 31 July 2019 indicates the financial position of the Council is satisfactory, having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure.

 


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BS19/50       Coffs Harbour Airport Master Plan Update 2019

Author:                        Manager Airport

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  BS19/50   Coffs Harbour Airport Master Plan Update 2019  

 

Executive Summary

The Coffs Harbour Airport (CHA) Master Plan is the key planning document for the management and operation of the CHA. Its adoption and implementation will contribute significantly to the future success of the airport.  This report presents to Council the CHA Master Plan Update 2019 and recommends the adoption of the Plan.

 

 

Recommendation:

That Council adopt the Coffs Harbour Airport Master Plan Update 2019.

 

Report

Description of Item:

The Coffs Harbour Airport (CHA) Master Plan is the key planning document for the management and operation of the CHA.  It sets out Aerodrome Planning and Standards, Traffic Forecasts, Development Concepts and Operational Requirements.

 

The CHA Master Plan Update 2019 builds on earlier planning initiatives and documents which include:

 

·     Coffs Harbour Regional Airport Master Plan 1994;

·     Proposed Coffs Harbour Regional Airport Upgrading - Environmental Impact Statement 1998 (EIS);

·     Coffs Harbour Regional Airport Master Plan Review 2004.  Following public exhibition of the 2004 review, Council made some minor changes in 2007.  These included a decision to limit any future extension of Runway 03/21 to an overall length of 2,700m, as per Council’s resolution of 15 March 2007;

·     the 2011 Terminal Precinct Master Plan (TPMP) which addressed the southern sector of the airport i.e. the area generally south of Runway 10/28.  The TPMP’s primary focus was the area in the immediate vicinity of the passenger terminal.  It therefore replaced and updated the planning provisions contained in the Master Plan Review 2004 (as amended in 2007) for this area;

·     the 2014 Master Plan Update which was primarily focused on the northern sector of the Airport i.e. the area generally north of Runway 10/28 which amongst other things accommodates the Airport’s general aviation (GA) activities.  Notwithstanding this focus, the opportunity was taken to update parts of the 2011 TPMP and earlier documents where changes had occurred; and

·     Council’s Airport Enterprise Park development in the northern sector of the Airport as proposed in the Statement of Environmental Effects 2015 (SEE).  Development approval for this project from the Northern Region Joint Regional Planning Panel (JRPP) was received in July 2017.

 

This 2019 Master Plan Update is essentially a compilation of previous planning documents augmented and updated where changes have occurred, or where new information has become available.  Key updates and changes include:

 

1.    additional historical data included;

2.    Enterprise Park development updated following approval of the subdivision in 2017;

3.    20 year planning horizon compared to 10 years previously;

4.    all airport maps and plans have been redrawn and amended where necessary;

5.    new 20 year independent air traffic forecasts included;

6.    runway strength class reviewed and updated from PCN of 25 to 44;

7.    new plan to accommodate large aircraft (code C) freight and/or others uses and a facility in the GA/Enterprise Park precinct included;

8.    new terminal precinct development concept;

9.    confirmation of next generation aircraft types as design aircraft; and

10.  additional information which also informs the lease process including:

·      economic and regional significance

·      regional and statutory planning

·      environmental considerations

·      review of future technologies.

 

Council is in the process of considering a long term lease of CHA. Any incoming lessee will be required to develop an Airport Master Plan to reflect their operations.  This update, prior to any lease arrangement, is an important action in establishing Council’s goals and objectives for CHA and will be a key document in ensuring that airport operations under a lease agreement continue to meet Council’s and the community’s expectations into the future.

Issues:

There are no issues of significance to be considered.

Options:

Options for Council to consider are:

 

1.    Adopt the recommendation which will update the CHA Master Plan to 2019.

2.    Reject the recommendation and continue operations under the CHA Master Plan Update 2014.  However, this will result in the CHA Master Plan being out of date for changes between 2015 and 2019, and being less comprehensive and contemporary than desired.

Sustainability Assessment:

•     Environment

The CHA Master Plan addresses key environmental considerations in relation to the management and operation of the airport.  Adopting the Master Plan enables the CHA to ameliorate environmental impact relating to airport operations.

•     Social

CHA plays a vital role in the social wellbeing of the Coffs Coast and beyond.  A well planned, modern and efficient airport will continue to deliver positive social outcomes for the community.

•     Civic Leadership

The adoption of this Plan will provide a solid platform for CHA to remain an important regional hub for air travel to and from the Coffs Coast.  The desired outcomes of the plan align strongly with the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

The issues identified and actions recommended in the Airport Master Plan Update 2019 will ensure that the CHA is further improved in a timely and appropriate manner to meet the growth potential of aviation in this region.

 

CHA is an important transport hub on the mid-north coast of NSW and is well placed to retain its position as one of the best regional airports in Australia.

 

CHA makes a significant financial contribution to the local economy and the region.

•     Economic - Delivery Program/Operational Plan Implications

CHA currently operates as a business unit of Council and improvements to the airport are fully funded by airport operations.

Risk Analysis:

The development and update of an Airport Master Plan acts as a key risk management strategy for the airport. Diligent planning, combined with operating in a highly regulated environment, significantly reduces risk to the business.

Consultation:

Consultants, Airport Planning Support (APS) along with Airport Management, undertook extensive research and consultation with industry and stakeholders including:

 

·     Civil Aviation Safety Authority – changes to the Manual of Standards (MOS 139) and implications of an airport lease;

·     Airservices Australia – changes to future technologies and future air space design;

·     Qantas – planned changes in technology, aircraft types and schedules;

·     Tigerair– planned changes in technology, aircraft types and schedules;

·     Virgin Australia– planned changes in technology, aircraft types and schedules;

·     The Airport Group (TAG) – air space design including Obstacle Limitation Surface (OLS);

·     Bureau of Infrastructure, Transport and Regional Economics – updated domestic passenger statistics;

·     Australian Airports Association (Publications) – industry trends and future planning strategies;

·     Avisure – bird and wildlife management;

·     de Groot Benson – design of airside and landside infrastructure;

·     Airworks Consulting Pty Ltd – production of new maps and plans;

·     Tourism Futures International (TFI) – passenger forecasts;

·     Jasko Airport Services – technical advice on airport operations and implications of changes to the Manual of Standards; and

·     Kamen Engineering – airside infrastructure design and pavement condition reporting.

 

Also, consultation has occurred with relevant internal stakeholders.

Related Policy, Precedents and / or Statutory Requirements:

The Master Plan Update 2019 builds upon previous documents adopted by Council.  The Master Plan is not a regulatory requirement in operating the airport but it provides strategic and operational direction.

Implementation Date / Priority:

The Master Plan will be implemented upon resolution.

Conclusion:

The CHA Master Plan Update 2019 is the key planning document for the airport and its adoption and implementation will contribute significantly to the future success of the airport.

 

 

 


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NOM19/12   Climate Emergency

Attachments:          Nil

 

Motion:

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

"That Council:

1.       Acknowledge we are in a state of climate emergency that requires urgent action by all levels of government, including local Councils.

2.       Declare a Climate Emergency.

3.       Reaffirm its own commitment to emission reduction and renewable energies.

4.       Receive a report detailing Council’s progress towards meeting its 2020 targets for emission reduction and renewable power.

5.       Receive a report outlining options for accelerating the CHCC Renewable Energy and Emissions Reduction Plan (REERP)."

 

Rationale:

“The Intergovernmental Panel on Climate Change released a Special Report in 2018 on the impacts of global warming of 1.5°C above pre-industrial levels and related global greenhouse gas emission pathways, in the context of strengthening the global response to the threat of climate change, sustainable development, and efforts to eradicate poverty.

It is incumbent on all governments to act accordingly to reduce our impact on climate change.  CHCC has commenced progress by adopting its REERP but as the evidence for the acceleration of climate change becomes stronger, so too should be our response.

Council should acknowledge a state of emergency and act accordingly by prioritising existing and new pathways to reduce our contribution to global warming.”

Staff Comment:

At its meeting of 14 April 2016, Council adopted the Coffs Harbour Renewable Energy and Emissions Reduction Plan in order to meet the following targets:

1        Coffs Harbour City Council will reduce its per annum corporate emissions (tonnes CO2-e) from 2010 levels by 25% by 2020 and by 50% by 2025.

2        Coffs Harbour City Council energy use to consist of 25% renewables by 2020, 50% renewables by 2025 and 100% renewables by 2030.

A report can be prepared on progress towards, and options for accelerating, the Coffs Harbour Renewable Energy and Emissions Reduction Plan.

 

  


SC19/50       Draft Lifeguard Service Strategic Plan

Author:                        Section Leader Community Programs

Authoriser:                  Director Sustainable Communities

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

Attachments:              ATT1  SC19/50   Draft Lifeguard Service Strategic Plan 2019-2024  

 

Executive Summary

The Draft Lifeguard Service Strategic Plan has been developed to guide the future operations and development of Council lifeguard services.  The plan includes recommendations and priorities for infrastructure improvements and service enhancements in order to meet anticipated increasing service requirements and industry trends.

Council contracted Locale Consulting to prepare the Draft Lifeguard Service Strategic Plan in consultation with relevant internal and external stakeholders. The need for a Lifeguard Service Strategic Plan is identified within Council’s Delivery Program and Operational Plan.

Council’s Lifeguard Service delivers three core services; (1) Beach and Water Safety, (2) Emergency Response, and (3) Education. The existing services are well regarded, however there are a number of demographic and industry trends which place pressure on current and future service needs.  These include but are not limited to population growth, increased visitation to beaches of both locals and visitors, upgraded foreshore areas, number of people from culturally and linguistically diverse (CALD) backgrounds, an ageing population and increasing number of retirees.  It is expected that the traditional beach use, predominantly at surf beaches on weekends, is likely to change to greater weekday and non-surf beach locations. Changing industry trends including alternative service delivery methods, such as observation without flags and use of innovative technology, have been considered and addressed.

The purpose of this report is to seek Council approval to place the Draft Lifeguard Service Strategic Plan on public exhibition for a period of 28 days for broader community comment.

 

Recommendation:

That Council:

1.       Endorse the Draft Coffs Harbour City Lifeguard Service Strategic Plan 2019-2024 for public exhibition for a period of 28 days.

2.       Receives a further report on the outcomes of the public exhibition process.

 

Report

Description of Item:

Coffs Harbour’s beaches are recognised as some of the best in Australia and are a magnet not only to residents of the area, but to domestic and international visitors holidaying in the region.  Safe beaches are therefore critical to the lifestyle and economy of the Coffs Coast.

Coffs Harbour City Council’s commitment to the ongoing safety of beach visitors includes this Draft Lifeguard Service Strategic Plan which has been developed to guide operational activities and service development for the coming five-year period.  The need for the Strategic Plan is identified within Council’s Delivery Program and Operational Plan and aims to provide:

-     Clear direction for staff and the community on the Lifeguard Service’s strategic priorities;

-     The strategies and actions required to achieve stated goals;

-     The basis for resource planning and funding applications; and

-     Alignment with Council’s Integrated Planning and Reporting Framework and other related strategies.

The existing Lifeguard Service delivers three core services:

(1) Beach and Water Safety,

(2) Emergency Response, and

(3) Education.

These core services are interlinked and contribute to Council’s overall commitment and responsibility to beach safety and access. Maintaining the safety and accessibility of beaches has been identified as not only being important and valued by locals, but a key support to the visitor economy.

The existing services are well regarded, however there are a number of demographic and industry trends which place pressure on current and future service needs.  These include but are not limited to population growth, increased visitation to beaches, upgraded foreshore areas, increased tourism, increased number of people from culturally and linguistically diverse (CALD) backgrounds, an ageing population and increasing number of retirees.  It is expected that the traditional beach use, predominantly at surf beaches on weekends, is likely to change to greater weekday and non-surf beach locations. Changing industry trends including alternative service delivery methods, such as observation without flags and use of innovative technology, have been considered and addressed in the Draft Strategic Plan.

Coffs Harbour City Council contracted Locale Consulting to prepare the Draft Lifeguard Service Strategic Plan in consultation with Council’s Lifeguard Service staff, key user groups and volunteer SLSCs. The strategic plan can be used to guide and coordinate future operations, recommends delivery models and infrastructure improvements, all with the aim to maintain and enhance services in order to meet anticipated increasing requirements and trends.

The purpose of this report is to seek Council approval to place the Draft Lifeguard Service Strategic Plan 2019-2024 on public exhibition for a period of 28 days for broader community comment.

Issues:

The Draft Strategic Plan outlines the desired future service delivery direction of the Lifeguard Service for the Coffs Harbour LGA and also provides Council and its partner organisations involved in beach safety, emergency response and education with a strategic framework to work within.

It has a focus on managing risks associated with using beaches, service evaluation and continuous improvement.  It provides an overview of Council’s Lifeguard Service, including its history and current service levels and outlines recent drowning related statistics and trends.

Strategic Directions

Five core future service requirements have been identified, recommended and are summarised below:

1.       To sustain high quality beach patrol services commensurate with the increasing demands being placed on the services.  Growth in service provision will need to be carefully monitored with recognised hot spots - particularly around the Jetty Beach to Park Beach area - to be prioritised in the short-term;

2.       A clear hierarchy of service provision, through defined and consistent service tiers for each beach patrol location - including a stronger correlation of service provision between Council Lifeguards and volunteer Surf Life Saving Clubs (SLSC);

3.       The level of supporting infrastructure for patrol and emergency response needs to be comparable with these hierarchical needs. This includes storage facilities, safe elevated viewing platforms and plant and equipment;

4.       Education services will become more critical in support of prevention rather than reaction. Both in maintaining the successful school based programs and continuing to identify and engage at-risk communities, including CALD communities; and

5.       Need for the ongoing improvement of relationships and understanding between Council’s Lifeguard Service and volunteer SLSC and respective peak bodies.

Resourcing

The recommended strategic directions are considered to be relatively low cost when compared to the services provided and their importance to both the community and the visitor economy. Ensuring that sufficient financial resources are available and allocated to minimise identified risks is key to ensuring the provision of an effective Lifeguard Service.

The proposed actions outlined in the Draft Strategic Plan will require additional resources over the five-year implementation period (2019-2024) and are subject to the priorities of Council. An outline of the estimated additional base resourcing required (identified within the Plan) is provided below. A more detailed breakdown is contained within Section 5 of the Draft Strategic Plan (see Attachment 1).

 

Focus area:

Timeframe/priority:

Resources required (est.):

Beach Patrols – Jetty Beach Establishment

Short-term

$10,000 setup + $35,000 ongoing

Beach Patrols – Sawtell Beach Additional Support

Short-term

$9,200 ongoing

Beach Patrols – Park Beach Additional Support

Short-term

$20,000 ongoing

Skills and Training with SLSCs

Medium-term

$5,000 per exercise

Emergency Response Training with SLSCs

Short-term

$5,000 per exercise

School Education Program Review

Short-term

$3,000 ongoing

CALD Education Program

Medium-term

$23,400 ongoing

Providing Accessible Services – Beach Mat and Beach Wheelchairs

Short-term

$40,000 capital

Additional Services to Support Community Events

Short-term

$5,000 ongoing

 

The resourcing required for some actions within the Draft Strategic Plan are not yet estimated as the actions first require monitoring or further investigation to confirm.

The Draft Strategic Plan will assist in seeking funding and partnership opportunities for the Lifeguard Service as it sets out clear direction and priorities.

Inclusive Beach Access

Council resolved on 26 September 2019 to consider the allocation of the necessary resources in the first quarter budget review process to provide inclusive beach access facilities at Jetty Beach through the provision of a pilot lifeguard patrol over the Peak Summer period in 2019/20, including a beach mat service and additional suitable beach wheelchairs for hire. The Draft Lifeguard Service Strategic Plan aligns with and supports this resolution.  Inclusive visitor economy is a rapidly growing market segment and provision of accessible beaches and associated infrastructure and services not only has benefit for locals with mobility issues but also provides the City with new inclusive visitor economy opportunities that can be promoted.

Visitor Economy

On a yearly basis the Coffs Coast currently attracts approximately 3.09 million domestic visitor nights and 843,000 international overnight visitor nights as well as over 915,800 day trippers. The visitation statistics are on an upward trend. Tourism Australia statistics show that 61% of all people visiting the Coffs Harbour area are here purely for holiday or leisure. It is also acknowledged that the primary reason for 49% of the total visitors coming to our area are our beaches, reinforcing the importance of beach lifeguard services for managing the safety and maintaining the confidence of visitors to our beaches and coastal environment.

Options:

There are two options open to Council outlined below, with Option 1 forming the basis of the recommendation to Council.

Option 1:    Adopt the recommendation of this report and approve the public exhibition of the Draft
Coffs Harbour City Lifeguard Service Strategic Plan 2019-2024. This option is responsive to community expectation.

Option 2:    Resolve to not endorse the recommendation to place the Draft Strategic Plan on public exhibition. This option is considered undesirable as the lack of strategic planning in this area risks disorderly and inadequate service delivery into the future and may not be considered to be responsive to community expectations.

Sustainability Assessment:

•     Environment

Exhibition of the Draft Strategic Plan has no identified adverse environmental impact.

•     Social

Exhibition of the Draft Strategic Plan has no identified adverse social impact.

The Draft Strategic Plan recognises the significant demographic and industry trends anticipated over the next five years and proposes future direction and improvements aimed at maximising community safety outcomes.

•     Civic Leadership

The Draft Strategic Plan supports the following objectives within the MyCoffs Community Strategic Plan:

-     We foster a sense of community, belonging, and diversity (A1.2)

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

-     We cultivate a safe community (A2.4)

-     We undertake development that is environmentally, socially and economically responsible (C1.2)

-     We undertake effective engagement and are informed (D2.1)

•     Economic – Broader Economic Implications

Exhibition of the Draft Strategic Plan has no broader economic implications.  The provision of an effective beach patrol program through Council’s Lifeguard Service supports the local tourism economy, as the area’s beaches are a major drawcard for visitors. Visitation is increasing and therefore the provision of safe and accessible beach facilities that can meet this demand is a key consideration for Council.

•     Economic - Delivery Program/Operational Plan Implications

Exhibition of the Draft Strategic Plan has no immediate Delivery Program or Operational Plan implications.

The Draft Strategic Plan outlines a number of Lifeguard Service improvements and extensions that will need to be considered against Council-wide funding priorities within internal budget review processes and future Delivery Programs if they are to be implemented.  An indication of some of the resourcing considerations are outlined within the Issues section of this report.

Risk Analysis:

The Draft Lifeguard Service Strategic Plan provides a planned and considered approach to managing beach and water safety services across Council controlled beaches in the LGA, including emergency response and preventative education programs. The proposed strategies and actions within the Draft Strategic Plan have been developed in order to provide a measured and realistic risk management approach that can be prioritised within Council’s available resources.

The risks associated with not having a strategic plan in place are disorderly or inadequate service delivery, reduced accountability, uncertainty and discord within the community and reduced capacity to secure required operational and capital resources.

Consultation:

In preparation of this Draft Strategic Plan a range of targeted consultation activities have been undertaken with Council’s Lifeguard Service staff, Surf Life Saving Clubs representatives, local schools, local resettlement agencies, Council staff, and representatives from Council’s Disability Inclusion and Access Advisory Committee, Multicultural Reference Group and Yandaarra Aboriginal Advisory Committee.

The Draft Coffs Harbour City Lifeguard Service Strategic Plan is recommended to be placed on public exhibition for 28 days for further comment. Public submissions will be invited via Council’s Have Your Say website.

Related Policy, Precedents and / or Statutory Requirements:

Council’s lifeguard services are provided under the provisions of the NSW Local Government Act 1993 and are operated in accordance with the NSW Office of Local Government Practice Note 15 - Water Safety Standards. The Draft Strategic Plan has been developed within the scope of this regulatory framework.

Implementation Date / Priority:

Following Council’s approval, the Draft Coffs Harbour City Lifeguard Service Strategic Plan 2019-2024 will be put on public exhibition from mid October 2019 for 28 days.

Conclusion:

This report recommends that Council places the Draft Coffs Harbour City Lifeguard Service Strategic Plan on public exhibition.

Coffs Harbour City Council has invested resources in the Draft Strategic Plan prepared by Locale Consulting. It is considered that exhibition of the Draft Strategic Plan is the appropriate mechanism to provide an opportunity for input from the broader community.

Following the public exhibition period, consideration will be given to all public submissions received and a report will be prepared for Council to seek adoption of the Coffs Harbour City Lifeguard Service Strategic Plan.

 


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SC19/51       Community Participation and Engagement Plan - Draft

Author:                        Community Planning & Engagement Specialist

Authoriser:                  Director Sustainable Communities

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              ATT1  SC19/51   Draft Community Participation and Engagement Plan

ATT2  SC19/51   Draft Coffs Harbour Development Control Plan – Amendment 16

ATT3  SC19/51   B1.1 Public Notification Coffs Harbour City Development Control Plan 2015  

 

Executive Summary

The Draft Community Participation and Engagement Plan has been prepared to comply with a new requirement under the Environmental Planning and Assessment Act 1979 that all applicable NSW planning authorities, including councils, prepare a Community Participation Plan (CPP) to make it clearer and easier for the public to understand how they can participate in planning decisions. The Department of Planning, Industry and Environment have requested that all CPPs be in place and published on the ePlanning portal by 1 December 2019. 

The Draft Community Participation and Engagement Plan also aims to meet the forthcoming expected amendments from the Local Government (Governance and Planning) Bill 2016, which are expected to require Councils to establish and implement a community engagement strategy for engagement with the local community when developing its plans, policies and programs and for the purpose of determining its activities.

This report seeks Council endorsement to publicly exhibit the draft Community Participation and Engagement Plan and draft Coffs Harbour Development Control Plan 2015 – Amendment No. 16 (Community Participation and Engagement Plan) as shown at Attachment 1 and 2.

 

Recommendation:

That Council:

1.       Endorse and publicly exhibit the draft Community Participation and Engagement Plan (Attachment 1) for a minimum period of 28 days.

2.       Endorse and publicly exhibit draft Coffs Harbour Development Control Plan 2015 – Amendment No. 16 (Community Participation and Engagement Plan) (Attachment 2) for a minimum period of 28 days.

3.       Consider a further report, outlining the outcomes of the public exhibition process for the Draft Community Participation and Engagement Plan and draft Coffs Harbour Development Control Plan 2015 – Amendment No. 16 (Community Participation and Engagement Plan).

 

Report

Description of Item:

It is a new requirement under the Environmental Planning and Assessment Act 1979 that all applicable NSW planning authorities, including councils, develop a Community Participation Plan (CPP) to make it clearer and easier for the public to understand how they can participate in planning decisions.

Councils may choose to meet their obligation for a CPP by incorporating the CPP requirements into broader community engagement strategies they prepare under local government legislation or by preparing a standalone CPP document.

The Coffs Harbour City Council CPP has been written to comply with both the planning legislation and the forthcoming amendments to the Local Government Act 1993 by the Local Government (Governance and Planning) Bill 2016, which states:

(draft) Sect 402A Community Engagement Strategy - A Council must establish and implement a strategy (called its community engagement strategy) for engagement with the local community when developing its plans, policies and programs and for the purpose of determining its activities (other than routine administrative matters).

This is Council’s first CPP, and due to the inclusion of a broader community engagement strategy, is to be titled as the Community Participation and Engagement Plan (CPEP) (see Attachment 1). The CPEP is designed to make participation and engagement in Council’s decision-making easier for the community and stakeholders within the Coffs Harbour Local Government Area (LGA). It does this by setting out in one place how and when community members can inform, influence and assist in a range of Council functions, such as project design and implementation, strategic planning, land use planning and assessments. The CPEP is a public document, designed to communicate in one place how the community can participate in Council’s planning and decision making. An internal Community Participation and Engagement Guidelines document will be updated to assist Council staff in designing and planning participation and engagement activities.

The CPEP establishes the objectives which Council uses to guide the approach to community participation and engagement that align with the Community Engagement and Submission Policies and has been prepared having regard to the following matters as mandated by Part 2 Division 2.23 (2) of the Environmental Planning and Assessment Act 1979:

(a)     The community has a right to be informed about planning matters that affect it.

(b)     Planning authorities should encourage effective and on-going partnerships with the community to provide meaningful opportunities for community participation in planning.

(c)     Planning information should be in plain language, easily accessible and in a form that facilitates community participation in planning.

(d)     The community should be given opportunities to participate in strategic planning as early as possible to enable community views to be genuinely considered.

(e)     Community participation should be inclusive and planning authorities should actively seek views that are representative of the community.

(f)      Members of the community who are affected by proposed major development should be consulted by the proponent before an application for planning approval is made.

(g)     Planning decisions should be made in an open and transparent way and the community should be provided with reasons for those decisions (including how community views have been taken into account).

(h)     Community participation methods (and the reasons given for planning decisions) should be appropriate having regard to the significance and likely impact of the proposed development.

Mandatory public exhibition periods for plans, development applications and other matters as specified by Schedule 1 of the Environmental Planning and Assessment Act 1979 and the associated regulations, as well as Council’s procedures in relation to public exhibition and notification of certain development applications have been included in the CPEP to ensure that Council’s participation and engagement approach to planning processes are clear and comply with legislative requirements.

Issues:

1.       Timeframes

The Department of Planning, Industry and Environment have requested that all CPPs be in place and published on the ePlanning portal by 1 December 2019. Should the draft CPEP be approved to be placed on public exhibition, the Plan is to be exhibited for 28 days (the minimum requirement for its exhibition). It is targeted that Council adopts the final CPEP prior to the deadline of 1 December 2019.

2.       Changes to public notification requirements

A standard Development Control Plan (DCP) template is currently being developed by the NSW Department of Planning, Industry and Environment. Advice received from the Department to date indicates that the standard DCP will not include a section on public notification, as this is to be incorporated into CPP’s. The Department has therefore instructed Councils to incorporate public notification requirements into CPP’s and to revoke public notification requirements within existing DCP’s.

In this regard, this report seeks Council’s endorsement to revoke the existing public notification requirements within Coffs Harbour DCP 2015. Attachment 2 to this report contains the proposed changes to Coffs Harbour DCP 2015 and Attachment 3 contains a copy of the existing notification requirements within Coffs Harbour DCP 2015 for context.

These notification requirements have been rolled into the draft CPEP and have been slightly amended following internal consultation with relevant sections of Council to provide for improved transparency in decision making. These changes relate to:

Advertised Development (i.e. publicly exhibited)

·     Aligning the definitions with the Standard Instrument Local Environmental Plan where possible;

·     Removing the requirement to publicly exhibit development applications located within a heritage conservation area or involving a heritage item for minor work such as restoration works, painting and internal alterations;

·     Including a requirement to publicly exhibit development applications for significant heritage works that warrant wider public input, specifically:

-      Demolition (including partial) of a heritage item or a building in a Heritage Conservation Area;

-      Significant façade works to a building in a Heritage Conservation Area or a heritage item;

-      Infill development in a Heritage Conservation Area.

·     Excluding minor tourist and visitor accommodation types (farm stay and bed & breakfast accommodation);

·     Removing the requirement to publicly exhibit unconventional development and replacing this with a new requirement designed to achieve the same objective.

Notified Development (notification to adjoining/neighbouring land)

·     minor changes to terminology and formatting to ensure that Council’s notification processes are clear and transparent to the community; and

·     exclusion of minor impact development types such as single storey dwellings (any zone) and new dwellings and alterations and additions in Zone RU2 and Zone R5.

3.       Future Review

The draft CPEP is the initial document to meet a new requirement under the Environmental Planning and Assessment Act that all applicable NSW planning authorities, including councils, develop a Community Participation Plan by 1 December 2019. The draft CPEP will be reviewed within twelve months of adoption and then on a periodic as needs basis. This review process will help to ensure that the CPEP is meeting its objectives and will enable further alignment with Council policies and protocols, as required.

Options:

Council has a number of options available in relation to this matter. They include:

1.    Resolve to adopt the recommendations of this report.

2.    Resolve to undertake an alternative approach.

3.    Resolve not to adopt the recommendations of this report,

Option 1 is recommended as the suitable course of action.

Sustainability Assessment:

•     Environment

The Draft Community Participation and Engagement Plan provides guidance for Council and has no direct environmental impacts.

•     Social

The Draft Community Participation and Engagement Plan provides guidance for Council and aims to ensure our diverse community are encouraged and supported to engage and participate in Council planning and decision making that affects them.

•     Civic Leadership

The MyCoffs Community Strategic Plan states that we undertake effective engagement and are informed - (D1.2). The Community Participation and Engagement Plan is designed to make participation in Council’s decision-making easier and to provide a consistent framework of engagement for Council staff to refer to.

•     Economic – Broader Economic Implications

There are no broad economic implications associated with the Draft Community Participation and Engagement Plan.

•     Economic - Delivery Program/Operational Plan Implications

There will be resourcing implications related to the proposed framework in the Draft CPEP.

At the organisational level, this is due to the commitment to provide a higher level of planning, co-ordination and evaluation and a wider range of opportunities for ongoing community engagement with the broader community and to enable community members to participate in a range of Council decision-making processes. The additional resourcing required is upwards to a 1.0 FTE staff member.

It should also be acknowledged that extra resourcing may be required when undertaking engagement with hard to reach groups or on Council’s larger and more complex projects. These processes will necessitate a variety of engagement methods to meaningfully engage with stakeholders and the broader community and will require adequate resourcing from Council to do this effectively. Training of relevant staff in effective community engagement, such as that offered by IAP2, is also warranted

Council will need to update a Community Participation and Engagement Guidelines document to provide a Council-wide reference for our approach to Community Participation and Engagement. Resourcing will be required to develop this Guidelines document, and to align the Draft Community Participation and Engagement Plan with the communication activities and requirements in the External Communications Strategy 2018 – 2020.

Risk Analysis:

There is risk of non-compliance with the deadline set for the completion of a CPP by the NSW Department of Planning, Industry and Environment should the draft CPEP not be approved for public exhibition. There is also a reputational risk for Council if the final CPEP is not resourced and implemented effectively.

Consultation:

The draft CPEP has been prepared with input from relevant internal stakeholders and subject matter experts across the organisation.

Related Policy, Precedents and / or Statutory Requirements

The draft CPEP has been prepared in accordance with the relevant provisions of the Environmental Planning & Assessment Act 1979 and Local Government Act 1993. The draft CPEP and amendment to Coffs Harbour DCP 2915 will be publicly exhibited in accordance with the Environmental Planning & Assessment Act 1979 and associated Regulations.

Implementation Date / Priority:

The final CPEP is targeted to be uploaded to the ePlanning portal by 1 December 2019.

Conclusion:

The draft CPEP has been prepared to make participation in Council’s decision-making easier for the wider community. The document has been prepared to comply with the Environmental Planning and Assessment Act 1979 and forthcoming amendments to the Local Government Act 1993. The CPEP aligns with Council’s adopted Community Engagement and Submissions Policies.

 


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SC19/52       Northern Regional Planning Panel - Development Application No.0767/18DA - Subdivision (220 Residential Lots, Roads, Landscaping, Civil Infrastructure, Public Reserves & Residual Lot) - Lot 112, DP 1073791, Bambara Drive, Bonville

Author:                        Development Assessment Coordinator

Authoriser:                  Director Sustainable Communities

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:              ATT1  SC19/52   NRPP Development Assessment Report  

      

 

 

Executive Summary

The purpose of this report is to advise that a development assessment report, prepared by Council, for Development Application 0767/18DA, has been lodged with the Northern Regional Planning Panel.

The proposed development is for a Subdivision (220 Residential Lots, Roads, Landscaping, Civil Infrastructure, Public Reserves & Residual Lot) at Lot 112 DP 1073791, Bambara Drive, Bonville.

The development constitutes a ‘coastal subdivision’ for the purposes of Clause 8 (1)(b)(ii) of State Environmental Planning Policy (State and Regional Development) 2011. In accordance with Clause 8 (1)(b)(ii) the subject land is considered a ‘sensitive coastal location’ because it meets part (f)(iii) of the definition, being land that is within 100 metres of land reserved under the National Parks and Wildlife Act 1974. Accordingly, the development is required to be determined by the Northern Regional Planning Panel and not Council.

A copy of the development assessment report that has been provided to the Panel is appended to this report.  It is recommended that the content of this report be noted.

 

Recommendation:

That Council note the report.

 

REPORT:

Applicant:

Planners North

Land:

Lot 112 DP 1073791, Bambara Drive, Bonville

Zone:

R2 Low Density Residential

RE1 Public Recreation

E2 Environmental Conservation

Description:

Subdivision (220 Residential Lots, Roads, Landscaping, Civil Infrastructure, Public Reserves & Residual Lot)

Description of Item:

The purpose of this report is to advise that Development Application 0767/18DA is scheduled for consideration by the Northern Regional Planning Panel. 

•     The Site

The site is Lot 112, DP 1073791, Bambara Drive, Bonville.  It is located approximately 10 kilometres south of the Coffs Harbour City Centre and approximately four kilometres from Sawtell.  Further detail of the site is provided in the Northern Regional Planning Panel Assessment Report appended to this report as ATT 1.

•     The Development

The proposed development is for the subdivision of Lot 112, DP 1073791, Bambara Drive into 220 residential lots.  Further detail of the proposed development is provided in the Northern Regional Planning Panel Assessment Report appended to this report as ATT 1.

Issues:

The governance issues associated with the proposed development are:

-      Northern Regional Planning Panel Determination:

Clauses 20 and 21 of State Environmental Planning Policy (State and Regional Development) 2011 specifies that Council consent functions are to be exercised by regional panels for developments of a class or description included in Schedule 7 of the Policy.  This includes the determination of applications where the development constitutes a ‘coastal subdivision’ for the purposes of Clause 8 (1)(b)(ii) of the Policy.

In accordance with Clause 8 (1)(b)(ii) the subject land is considered a ‘sensitive coastal location’ because it meets part (f)(iii) of the definition, being land that is within 100 metres of land reserved under the National Parks and Wildlife Act 1974. Accordingly, the development is required to be determined by the Northern Regional Planning Panel and not Council.

-      Process for Development Applications Determined by the Northern Regional Planning Panel:

Development applications which are determined by the Northern Regional Planning Panel are lodged with Council in the normal manner.  Staff assess these applications following the normal processes, as required by the Environmental Planning and Assessment Act 1979 and Regulations.

Staff then provide a development assessment report, with recommendations, to the Panel for determination.

-      Assessment Report:

The Assessment Report is provided to the Panel Secretariat.  The report is placed on Council's website (via a link) and the Regional Panel website prior to the Regional Panel determining the application.  A copy of the Assessment Report is appended to this report.

Options:

-      The Role of Councillors:

A number of operational procedures and fact sheets have been developed by the Northern Regional Planning Panel.  The following information is relevant to Councillors role in applications determined by the Panel.

"An elected council may make a submission on a DA within their LGA that is to be determined by a planning panel up to seven days before the planning panel meeting.

After the assessment report has been forwarded to the secretariat, it may be provided to the elected council to assist in its decision as to whether it will be making a submission to the planning panel.

Councillors who are also panel members have an independent role because they have been nominated by their council as its nominee to the planning panel."

Sustainability Assessment:

•     Environment

The purpose of this report is to advise that Development Application 0767/18DA is scheduled for consideration by the Northern Regional Planning Panel.  Matters relating to the potential environmental impacts associated with the proposed development are addressed in the development assessment report appended to this item.

•     Social

The purpose of this report is to advise that Development Application 0767/18DA is scheduled for consideration by the Northern Regional Planning Panel.  Matters relating to the potential social impacts associated with the proposed development are addressed in the development assessment report appended to this item.

•     Civic Leadership

The proposed development is considered to be consistent with the ‘MyCoffs Community Strategic Plan’ particularly the ‘A Place for Community’ theme, which requires amongst other things that development occur in a way that is environmentally, socially and economically responsible.

•     Economic – Broader Economic Implications

The proposed development is not expected to result in any significant broader economic implications.

•     Economic - Delivery Program/Operational Plan Implications

There are no implications for Council’s Delivery Program/adopted Operational Plan.

Risk Analysis:

Risk analysis matters have been considered.  The recommendation is that Council note the content of this report and adoption of this recommendation will not result in any significant risk to Council.

Consultation:

The development was advertised and notified in accordance with the requirements of Coffs Harbour Development Control Plan 2015 with a submission period from 24 July 2019 to 21 August 2019.  Ten submissions were received.

The matters raised in submissions are discussed in detail in Attachment 1 – NRPP Development Assessment Report.

Related Policy, Precedents and / or Statutory Requirements:

The process for assessment of development applications is a statutory process defined by the Environmental Planning and Assessment Act 1979.  This includes the statutory provisions which determine that the application will be determined by the Northern Regional Planning Panel.  A number of operational procedures, which have been developed by the Northern Regional Planning Panel, specify procedural matters for the Panel and its decisions.

The statutory considerations with respect to assessment of the development application have been addressed in the development assessment report that is appended to this item.

Implementation Date / Priority:

The Northern Regional Planning Panel has advised that this application will be considered on 17 October 2019.

Conclusion:

This report provides some detail of Development Application 0767/18DA and the process of consideration of the application by the Northern Regional Planning Panel.

 

 


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