Coffs Harbour City Council

19 February 2020

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 27 February 2020

 

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

 

  

Directorate Reports - Business Services

BS20/11          Bank and Investment Balances for January 2020.................................. 3

BS20/12          Quarterly Budget Review Statement for December 2019............... 25

BS20/13          Environmental Levy Major Strategic Program - Additional Projects to Address Expansion of Themes............................................................... 46

BS20/14          Bunker Cartoon Gallery - Request for Additional Financial Assistance............................................................................................................. 60

BS20/15          Contract No. RPT-1145-TO - Supply and Delivery of Domestic Water Meters (Regional Procurement Tender No. REGPRO821920)............ 72

BS20/16          Contract No. RPT-1194-TO - Supply and Delivery of Hardware (Regional Procurement Tender No. REGPRO791920)............................ 75

Directorate Reports - Sustainable Communities

SC20/03          Development Application No. 0782/19 - Seniors Housing - Lot 78 DP 1223036, Lot 1 and Lot 2 DP 1140702 and Lot 1 DP 252223, 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach.............................. 78

SC20/04          Development Application No. 0160/19 - Restaurant (Expansion of Dining Areas) - Lot 9 DP 134701 and Lot 10 DP 134701, 963 Orara Way, Nana Glen............................................................................................................. 195

SC20/05          Development Application No. 0891/19 - Horticulture (Install Agricultural Netting Over Existing Blueberry Plantation) - Lot 2 DP 778574, Lot 364 DP 44800, 218 Bruxner Park Road, Korora................. 212

SC20/06          2017-21 Delivery Program (Year 3) - Six-Monthly Report - July to December 2019.................................................................................................... 231

SC20/07          Library Museum Gallery Strategic Plan 2020-2023 (Post-Exhibition).................................................................................................................................. 286

Directorate Reports - Sustainable Infrastructure

SI20/04           Amendment to Alcohol Free Areas in Woolgoolga CBD for Eat Street Events.................................................................................................... 404

SI20/05           Contract No. RFT-1142-TO - House Sewer Connection Inspection and Smoke Testing Services................................................................................ 407

SI20/06           Coastal Works Commercial Bids............................................................... 410  

Questions on Notice

QON20/01      Peer Review of Council's Long Term Financial Plan and Debt Portfolio............................................................................................................. 413

QON20/02      Woolgoolga Dam.............................................................................................. 415  


BS20/11       Bank and Investment Balances for January 2020

Author:                        Section Leader Financial Planning

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS20/11   Investment Performance Report for the Month Ended 31 January 2019  

 

Executive Summary

Council’s Bank Balances and Investments as at 31 January 2020 totalled $215,742,469.98.  Council receives independent advice and invests surplus funds in accordance with Council’s Investment Policy to maximise investment income and preserve capital to assist with funding requirements for projects listed under the My Coffs Community Strategic Plan.

 

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

 

 

Recommendation:

That Council note the bank balances and investments totalling $215,742,469.98 (including from loans, Developer Contributions and other avenues that form the restricted accounts and are committed for future works) as at 31 January 2020.

 

Report

Description of Item:

A copy of the state of Bank Balances and Investments as at 31 January 2020 is attached.  Also included is a summary of Council’s Socially Responsible Investment Performance.  It should be noted that Council is required to account for investments in accordance with the Australian International Financial Reporting Standards.  Term deposits are shown at face value and all other investment balances at the end of each month reflect market value movements, which would be inclusive of accrued interest.

 

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

 

Reports written by Laminar Group Pty Ltd (Council’s investment portfolio advisors), which examine economic and financial markets data for January 2020 are available in the Councillors’ Resource Centre.

Issues:

There are no issues associated with the report.

Options:

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

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

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

•     Economic – Broader Economic Implications

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

•     Economic - Delivery Program/Operational Plan Implications

As at 31 January 2020, it is noted that the total bank and investment balance was $215,742,469.98 comprising restricted and unrestricted General, Trust, Water and Sewerage Fund cash and investments.

Risk Analysis:

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

 

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

 

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

 

Rating

Ratings Explanation

AAA

Extremely strong capacity to meet financial commitments.  Highest Rating.

AA

Very strong capacity to meet financial commitments.

A

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

BBB

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

BBB-

Considered lowest investment grade by market participants.

BB+

Considered highest speculative grade by market participants.

BB

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

B

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

CCC

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

CC

Currently highly vulnerable.

C

Currently highly vulnerable obligations and other defined circumstances.

D

Payment default on financial commitments.

 

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

 

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

 

·    Deposits/Covered Bonds – these share first ranking

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

·    Subordinated debt

·    Hybrids

·    Preference shares

·    Equity shares (common shares).

 

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

 

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

Consultation:

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

Related Policy, Precedents and / or Statutory Requirements:

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

Local Government Act 1993 – Section 625

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

Local Government General Regulation 2005

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

Implementation Date / Priority:

Nil.

Conclusion:

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

 

 

 


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BS20/12       Quarterly Budget Review Statement for December 2019

Author:                        Senior Finance Business Partner

Authoriser:                  Director Business Services

Coffs Harbour 2030:   LC3 We have strong civic leadership and governance

Attachments:              ATT1  BS20/12   QBRS Budget Variations for the Quarter ended December 2019

ATT2  BS20/12   QBRS Reports for the Quarter ended December 2019  

 

Executive Summary

The Office of Local Government has developed a minimum set of budget reports to assist Council in meeting their legislative requirements under Clause 203 of the Regulation.  This regulation requires a Council’s Responsible Accounting Officer to submit quarterly budget review statements to the governing body of Council.  These statements are contained within the attachments to this report.

 

This report summarises the proposed budget adjustments for the quarter and the impact upon the projected budget position for the current financial year.

 

 

Recommendation:

That Council:

 

1.    Note the Quarterly Budget Review Statement and the following estimated budget position as at 31 December 2019:

2019/20 Original Budget

2019/20 Revised Budget

2019/20 Projected Budget

2019/20 Dec YTD Actuals

 

‘000s

‘000s

‘000s

‘000s

Recurrent Revenue

 

 

 

 

Rates & Annual Charges

98,664

98,663

98,663

100,736

User Charges & Fees

44,303

52,109

52,109

21,824

Interest & Investment Revenue

5,153

5,153

5,153

3,208

Other Revenues

18,263

10,632

10,632

4,974

Grants & Contributions provided for Operating Purposes

14,184

14,243

15,401

6,522

RECURRENT REVENUE

180,567

180,800

181,958

137,264

 

 

 

 

Recurrent Expenditure

 

Employee Benefits & Oncosts

56,820

57,135

57,383

30,686

Borrowing Costs

8,814

8,773

8,773

3,436

Materials & Contracts

119,251

147,611

136,534

49,055

 

 

 

 

 

 

2019/20 Original Budget 

2019/20 Revised Budget

2019/20 Projected Budget

2019/20 Dec YTD Actuals

 

‘000s

‘000s

‘000s

‘000s

Depreciation & Amortisation

45,350

45,350

45,350

22,708

Other Expenses

15,614

15,501

12,828

5,293

Less: Capitalised Expenses

(66,745)

(93,208)

(77,915)

(28,299)

RECURRENT EXPENDITURE

179,104

181,162

182,953

82,879

 

 

 

 

 

NET OPERATING (DEFICIT) / SURPLUS

1,463

(362)

(995)

54,385

 

 

 

 

 

Capital Revenue

 

Capital Grants, Subsidies, Contributions and Donations

22,541

28,055

22,607

6,855

CAPITAL REVENUE

22,541

28,055

22,607

6,855

 

 

 

 

 

NET SURPLUS

24,004

27,693

21,612

61,240

 

2.    Approve the following budget adjustments:

·   $663,008 increase in the budgeted net operating deficit;

·   $5,448,432 decrease in budgeted capital revenue to be received;

·   $15,292,676 decrease in the budgeted level of capital expenditure;

·   $220,426 funding from cash reserves

 

Report

Description of Item:

As part of the Integrated Planning and Reporting (IP&R) Framework for local government, the Office of Local Government has developed a minimum set of budget reports to assist Council in meeting their legislative requirements.  These documents are collectively known as the Quarterly Budget Review Statement (QBRS) and form part of the framework of Clause 203 of the Regulation.  This regulation requires a Council’s Responsible Accounting Officer to submit quarterly budget review statements to the governing body of Council.  These minimum statements are contained within the attachments to this report.

 

The Responsible Accounting Officer advises that the Quarterly Budget Review Statement 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.

 

Attachment 1 contains a list of recommended variations for the quarter ended 31 December 2019 for the consideration of the Council.  These variations are reflected in the projected budget as presented in the estimated budget position as at 31 December 2019 contained within the recommendation.

 

The end of year financial statements excludes any internal transactions which may be recorded within our financial system so as to truly reflect our financial position.  An example of such a transaction would be where the Council charges itself Rates for a property it owns.  For financial statement preparation, such a transaction would be excluded from the financial statements. Similarly, this report is created on the same basis for consistency.

 

Attachment 1 summarises the recommended variations for the quarter ending 31 December 2019 for the consideration of the Council.  These variations are reflected in the projected budget.  Columns are included to make it clearer how variations impact the operating result, capital expenditure and the relevant funding sources.  The column definitions for the table are as follows:

 

-      Operating

Adjustment to either operating income or operating expenses, the net of which impacts the operating result.  A positive number represents a deterioration and negative number represents an improvement in the operating result.

-      Reserves – Operating

Any adjustment to either operating income or operating expenses that are offset by movements to or from Council’s restricted reserves.  A positive number represents an improvement and negative number represents a deterioration in the overall cash position.

-      Capital Expenditure

Adjustment to the level of capital expenditure.  A positive number represents an increase and negative number represents a decrease in the level of capital expenditure.

-      Capital Grants and Contributions

Adjustment to capital grants and contributions (capital revenue).  A positive number represents a decrease and negative number represents an increase in capital grants and contributions to be received.

-      Reserves – Capital

Any adjustment to either capital expenditure or capital grants and contributions that are offset by movements to or from Council’s restricted reserves.  A positive number represents an improvement and negative number represents a deterioration in the overall cash position.

 

-      Cash Reserves

Funding required from cash at bank.

Issues:

This report is tabled to meet Council’s statutory requirements.  These variations will not impact council’s financial strategies.

Options:

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

 

1.    Adopt the recommendation provided to Council.

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

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

Sustainability Assessment:

•     Environment

There are no perceived short or long-term environmental impacts.

•     Social

There are no perceived short or long term social impacts.

•     Civic Leadership

Council strives to reach a balanced budget position by June 30 each year in conjunction with meeting its short term priorities.

•     Economic – Broader Economic Implications

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

•     Economic – Delivery Program/Operational Plan Implications

The original adopted budget for 2019/20 provided a net surplus of $24,004,000 and an operating surplus of $1,463,000 before capital revenue. The budget adjustments recommended in this report, together with revotes previously approved by Council and the adjustments approved in the September Quarterly Review, result in a projected budget net surplus of $21,612,000 and an operating deficit of $995,000 before capital revenue.  There has been a deterioration in the operating result of $633,008 this quarter, with the majority of recommended changes funded by existing Council reserves.

Risk Analysis:

Not applicable.

Consultation:

Group Leaders and their relevant staff have reviewed their budgets by cost centre in consultation with Finance Business Partners.  Requested variations and variations adopted by Council have been included in the report.

Related Policy, Precedents and / or Statutory Requirements:

Under Local Government Regulations, the Responsible Accounting Officer is required to submit a quarterly budget review to Council.

Implementation Date / Priority:

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

Conclusion:

This report summarises the proposed budget adjustments for the quarter and the impact upon the projected budget position for the current financial year.  The Responsible Accounting Officer confirms the Quarterly Budget Review Statement 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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BS20/13       Environmental Levy Major Strategic Program - Additional Projects to Address Expansion of Themes

Author:                        Grants Administration Officer

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS20/13   Proposal Environmental Health and Water Quality Initiatives

ATT2  BS20/13   Proposal Southern Cross University  

 

Executive Summary

At its meeting on 14 November 2019 Council adopted a revised Environmental Levy (EL) Policy.  As part of this resolution the Environmental Levy Major Strategic Program was expanded to include a new theme “Environmental Health and Water Quality Research Initiatives”.  The purpose of this report is to provide recommendations for new projects to be included in the EL Major Strategic Program to address the new theme.

 

The EL funding allocated for Major Strategic Programs/Projects pool is 75% of the total Environmental Levy funding pool. Based on the proposals received for the new theme, all requests for funding can be met for the remaining term of Council’s Delivery Program.

 

 

Recommendation:

That Council approves the following funding allocations for additional projects for the Environmental Levy Major Strategic Programs / Projects, to address the new theme “Environmental Health and Water Quality Research Initiatives”:

Additional Major Strategic Programs / Projects

2019/20

$

2020/21

$

Investigating pesticide and heavy metal distribution from soil, air, water and biota near expanding horticulture activities in the Coffs Harbour NSW region

14,970

39,970

Darkum Creek, Woolgoolga Lake, Willis Creek and Hearnes Lake Coastal Management Program

0

20,000

Moonee Creek, Coffs Creek and Boambee Newports Creek Scoping Study

0

20,000

Total

$14,970

$79,970

 

Report

Description of Item:

Project proposals (refer Attachments 1 and 2) were requested from Council’s project managers for potential Major Strategic Programs/Projects under the new theme in the revised EL Policy, together with Southern Cross University.  A summary of the Major Strategic Programs/Projects proposals submitted is as follows:

 

·    Investigating pesticide and heavy metal distribution from soil, air, water and biota near expanding horticulture activities in the Coffs Harbour NSW region

 

To conduct pesticide and heavy metal analyses from soil, air, water and biota near intensive plant agriculture sites to investigate the potential contamination from local horticulture and other farming activities.  The project will develop quality management protocols and test their effectiveness.  The results of the research conducted will offer science-based advice to regional stakeholders.

 

This project was previously successful in receiving funding under the Environmental Levy Grants Program 2019/2020.  Due to the expansion of themes for the EL Major Strategic Program this project is eligible for inclusion in the EL Major Strategic Program.  The recommended funding allocation for 2019/2020 will be used to top up 2019/2020 approved funding of $25,000 by $14,970 to the $39,970 per annum requested in the proposal received (Attachment 2).

 

·    Darkum Creek, Woolgoolga Lake, Willis Creek and Hearnes Lake Coastal Management Program

 

To develop an updated strategic management program to guide the management of the estuaries over the next 10 years in line with the requirements of the Coastal Management Act (2016).

 

·    Moonee Creek, Coffs Creek and Boambee Newports Creek Scoping Study

 

To develop the Stage 1 Scoping Study to facilitate the development of an updated strategic management program to guide the management of the estuaries over the next 10 years in line with the requirements of the Coastal Management Act (2016).

 

The funding requested for the new projects over the remaining term of Council’s Delivery Program is detailed in the table below.

 

Additional Major Strategic Program / Project

Amount Requested 2019/20

Amount Requested 2020/21

Investigating pesticide and heavy metal distribution from soil, air, water and biota near expanding horticulture activities in the Coffs Harbour NSW region

14,970

39,970

Darkum Creek, Woolgoolga Lake, Willis Creek and Hearnes Lake Coastal Management Program

0

20,000

Moonee Creek, Coffs Creek and Boambee Newports Creek Scoping Study

0

20,000

Total

14,970

79,970

 

Based on the proposals received, all requests for funding can be met for the remaining term of Council’s Delivery Program.

Issues:

The EL Major Strategic Program runs in line with Council’s current Delivery Program which is scheduled to end 30 June 2021, with all projects in the current EL Major Strategic Program are scheduled to be complete by this date.

Options:

The following options are available to Council:

 

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

2.    Amend the allocation of funds for additional projects to the EL Major Strategic Programs/ Projects.  This may postpone action on the delivery of these projects.

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

Council’s EL Program seeks to promote sound environmental practices and promotes leadership and involvement in key environmental issues, which accords with MyCoffs Community Strategic Plan theme – C.2 A natural environment sustained for the future.

•     Economic – Broader Economic Implications

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

•     Economic - Delivery Program/Operational Plan Implications

Under the Environmental Levy Policy, the allocation of funds to the EL Major Strategic Projects and Programs and the Environmental Levy Grants Program has been calculated from an analysis of past allocations.  The analysis supports a 75% to 25% split between these funding pools.

Risk Analysis:

Strengthening the program’s links to Council’s Integrated Planning and Reporting Framework will ensure the EL Major Strategic Projects and Programs and the Environmental Levy Grants Program closely align to broader community expectations.  This approach also provides increased transparency to the programs.

Consultation:

Program/project proposals have been requested by Council project managers and Southern Cross University to be considered for funding for the remaining term of Council’s Delivery Program.

Related Policy, Precedents and / or Statutory Requirements:

Environmental Levy Policy

Implementation Date / Priority:

If the recommendations in this report are adopted, the relevant project managers and organisations will be notified with funding to follow for the 2019/20 financial year.

Conclusion:

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

 

 

 


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BS20/14       Bunker Cartoon Gallery - Request for Additional Financial Assistance

Author:                        Group Leader Financial Services and Logistics

Authoriser:                  Director Business Services

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              ATT1  BS20/14   Bunker Cartoon Gallery Extension Assistance Request

ATT2  BS20/14   Bunker Cartoon Gallery Subsidy Assistance Request  

 

Executive Summary

Approximately 18 months ago the Council provided support to The Bunker Cartoon Gallery Inc. (BCG Inc.) to progress with an expanded gallery exhibition space and facility to complement the existing Bunker Cartoon Gallery.  The BCG Inc. was successful in obtaining State Government grant funding to undertake the project; however, in recent times has found that the budget estimates used in the grant application have not been sufficient to cover the complete project expenditure to ensure completion of the project.

 

The BCG Inc. has requested assistance to cover unforeseen expenses in conjunction with the project with a total request of $113,000.  Separately, the BCG Inc. has also requested a one off subsidy in the 2020/21 financial year of $100,000 to assist in operating costs in the year of construction of the extensions.

 

This report explores the requests of BCG Inc., the previous support given to BCG Inc. by Council in relation to the project and the alignment of the project to Council’s adopted strategic direction, in particular Creative Coffs, Council’s Cultural Strategic Plan 2017/2022.

 

Recommendation:

That Council:

1.       Indicate its continued support for the Bunker Cartoon Gallery Extensions.

2.       Agree to provide $63,000 to the Bunker Cartoon Gallery Inc. for the Essential Energy upgrade costs in the 2020/21 budget.

3.       Agree to provide a one off subsidy to the Bunker Cartoon Gallery Inc. for operations in the 2020/21 financial year totalling $85,000.

4.       Note that the provision of the above funding will cause a deterioration in the budget operating result for 2020/21 of $148,000.

5.       Note the concerns in regard to the future financial sustainability of the Bunker Cartoon Gallery which may arise at the conclusion of the construction project.

 

 


 

Report

Description of Item:

Earlier this year, representatives of the Bunker Cartoon Gallery Inc. sought an opportunity to meet with Council officers to discuss the funding of the Bunker Cartoon Gallery extensions.  Mr Paul McKeon and Mr Graham Lockett, representing the BCG Inc. made representations seeking the Council’s support to overcome unexpected infrastructure costs which have put at risk the completion of the Gallery Extension Project.

 

The request from the BCG Inc. was made in two parts. The first request (Attachment 1) was in relation unexpected infrastructure costs impacting the construction project.  The BCG Inc. has identified that since the inception of the project, construction costs have escalated by 10% and this figure was not included in the original budget for the project.  The project has also had a number of development related charges levied upon it by Council in the order of $64,000.  The BCG Inc. has indicated that they have budget to cover $23,000 of these costs; however, they had not budgeted for Developer Contribution charges of $41,578. Further costs not allowed for include $9,000 to upgrade water infrastructure to allow for the required level of firefighting allowance and also a charge from Essential Energy of approximately $63,000 to fund electricity headworks as part of the development.

 

The first request, in essence, asks for the Council to contribute $113,000 for additional costs which were not included in the original budget estimate developed by the BCG Inc.

 

The second request (Attachment 2) relates to the ongoing operational cost of operating the Bunker Cartoon Gallery during the construction phase of the project.  The 2019/20 subsidy from the Council to the BCG Inc. totals $65,000.  This subsidy was to end at the conclusion of the current financial year as the original business case presented to Council as part of the expansion of the Bunker Cartoon Gallery indicated that the operation would be standalone financially from this time forward.  The BCG Inc. has requested that a one off subsidy of $100,000 be granted to the Bunker Cartoon Gallery for the 2020/21 financial year which would allow for the completion of the construction project and the establishment of the income generating Historic Exhibition.  The business cash flow projection (included in Attachment 2) provides budgets that show the subsidy is not required beyond 2020/21.

 

The total of the two requests is in the order of $213,000 over the next 16 months.

Issues:

During the inception phase of the project, various meetings were held with Council officers to discuss the business case for the project and associated assumptions which the BCG Inc. were using in the development of their grant application to the NSW Government for funding.  A number of concerns were raised at the time with BCG Inc. with regard to the estimated construction cost which was being factored into the overall budget for the project and a number of the issues now being experienced by BCG Inc. were clearly identified, by Council officers, as areas to focus on by BCG Inc.

 

The Council report presented to Council on 9 August 2018 stated as follows:

 

Whilst the financial projections within the Business Case submitted by BCG Inc. does suggest a move to support the proposal would potentially enable a more sustainable operating environment, i.e. the budget projections through to 2022 do suggest a surplus, there may be some risk associated with reliance on the submitted projections.  The proposed budget continues some reliance on Council subsidy and also seems to rely on operational grant funding, source undefined.  The budget projections are also silent on depreciation of the new facility and associated maintenance costs.  For a building of approximately $1.7m, one could expect an annual maintenance cost in the vicinity of $51,000 per annum and depreciation of approximately $42,500 per annum.  It would normally be expected that the annual operating maintenance associated with a facility of this type, under tenure to an external party, would require that this expense be funded from the operations of the facility.”

 

The new cash flow forecast does demonstrate that the Gallery is forecast to be in surplus from 2021/22; however, the fundamental issues raised in the preceding paragraph have still not been addressed. Not addressing these fundamental issues raises a concern regarding the ongoing financial viability of the Bunker Cartoon Gallery operations.

 

One of the risks identified within the report presented to Council on 9 August 2018 stated as follows:

 

·     “Should the grant application be successful, however the funds awarded are insufficient to enable the completion of the capital project (this may result in further funding being sought from Council in the future).”

 

It now appears that some of the issues raised within the 2018 report are coming to fruition and this should be taken into consideration during the decision making process by Council.

 

As a result of the process in August and September 2018, the Council has committed to providing the following funding:

 

·     Cost of preparing and lodging a development application                   $  20,000

·     Cost to enable preparation and writing of Grant application                $  25,000

·     Provide matching contribution for historical exhibition research          $  10,000

·     Costs towards completion of Construction Certificate                         $100,000

Total     $155,000

 

At the date of writing the report a total of $133,100 of the $155,000 has been paid to the BCG Inc.

 

It appears that the request to assist with some of the unforeseen costs associated with the construction project have been allowed for previously by Council.  Council has provided $20,000 for the cost of preparing and lodging the development application.  The costs associated with direct fees charge by the Council for the development application, as indicated by BCG Inc. in the request, total $4,279.33.  Council has also allowed $100,000 towards the cost of completion of the construction certificate.  Many would consider the costs outlined by the BCG Inc. in the request for assistance as relating to undertaking tasks to bring the project to a stage where the construction certificate could be issued. For example, the payment of developer contributions.

 

Essential Energy have estimated that the project will need to contribute approximately $63,000 towards the upgrade of the electricity distribution network in the direct area servicing the Gallery.  This will provide for additional growth in the immediate vicinity of the Gallery over and above the needs of the building.  It could be construed there is a nexus between the payment of this money for the upgrade and future development of the City Hill precinct and given Council is currently undertaking public consultation on the future of this precinct it may be considered reasonable that some of this investment into the future of the site be borne by Council.

 

A request to provide a one off subsidy of $100,000 in the 2020/21 financial year has also been made.  The three year Business Cash Flow Projection provided by the BCG Inc. indicates that at the end of 2020/21 there will be an accumulated surplus of $16,102.  This includes the $100,000 subsidy as requested.  Therefore, Council may wish to consider that the BCG Inc. should be utilising existing cash reserves and breaking even and therefore a subsidy of $85,000 may be sufficient.

 

Creative Coffs, Council’s Cultural Strategic Plan 2017-2022, explores a range of strategies in an endeavour to achieve outcomes designed to achieve an improved cultural environment for the Coffs Harbour community.  It is arguable that the BCG Inc. proposal assists in delivering outcomes that align with Creative Coffs. This report will explore some of these issues.

 

Creative Coffs identified that tourism provides in excess of $434 million to the Coffs Harbour LGA economy annually.  It also noted that the Coffs Coast Tourism Strategic Plan 2020 has a focus on attracting more visitors, having them stay in the region longer, spend more locally and stay in localities right across the region.  Whilst beach visits and scenery appreciation are popular, it was identified that broadening opportunities such as cultural activities could enhance visitor spend in the Coffs Harbour economy.

 

In preparing Creative Coffs, a range of engagement activities with the community were explored.  Feedback from the community highlighted the largest single issue as being “a desire for better arts and cultural venues” and further most consultees felt a “need for further investment in facilities and infrastructure, including improved coordination and communication between existing facilities”.

 

Specifically, the following two strategies within Creative Coffs align with the BCG Inc. proposal:

 

Strategy 2.3 – Plan, develop and maintain cultural and community infrastructure, (including facilities and public art) that aligns and supports the goals of the 2030 Plan, a “place making approach” and the Local Growth Management Strategy. Performance Indicator, increased number of and quality of facilities available for arts and cultural activities.

Strategy 2.6 – Advocate and facilitate, where resources allow, provision of affordable spaces for meeting, rehearsing, presenting, teaching, making and performing (both temporary and permanent). Performance Indicator, Built and outdoor infrastructure is in place to support arts and cultural activity. Net growth of spaces available for arts/cultural purposes.

Options:

The options available to Council to consider in relation to this report are:

1.    Adopting the recommendation and therefore provide a reduced level of funding to that requested based on the discussion in the Issues Section above.

2.    Support the requests submitted by the BCG Inc. for assistance in completing the construction of the Gallery extension totalling $113,000 and support the request to provide an additional one off subsidy to operate the Gallery in the 2021/22 financial year totalling $100,000.

3.    Consider amending the recommendation with a view to establishing an alternate approach to supporting the requests submitted by the BCG Inc.

4.    Reject the recommendation and effectively not support the requests submitted by the BCG Inc.

Sustainability Assessment:

•     Environment

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

•     Social

The current Bunker Cartoon Gallery facility provides a range of cultural, artistic, economic and community opportunities for the Coffs Harbour community and its visitors.  The project for an addition/extension to the existing facility will enhance the cultural and tourism outcomes for the Coffs Harbour community.

•     Civic Leadership

Progressing the BCG Inc. requests would support the objective of the MyCoffs Community Strategic Plan: “A.1 A vibrant, inclusive place – we recognise the need for enhanced cultural precincts, venues and public art within our region”.

•     Economic – Broader Economic Implications

As mentioned in the Issues Section of this report, Council’s Creative Coffs, Cultural Strategic Plan 2017-22 has identified that broadening opportunities within the Coffs Harbour LGA, such as cultural activities, could enhance visitor spend in the Coffs Harbour economy.  The rationale for this proposition would appear to be that if you provide more “product” within the City, it adds to the diversity of opportunities for new and interesting experiences, thus proving an attraction for visitors and locals alike.  At this stage it is difficult to quantify the dollar value of potential increased economic benefit for the City/Region.

•     Economic - Delivery Program/Operational Plan Implications

The additional requests submitted by the BCG Inc. has not been allowed for in the current operational plan or budget.  The requests total $213,000; however, the recommendation is for a reduced sum of $148,000, and if adopted, will reduce Council’s future operating result accordingly.  The further allocation of resources into this project will limit funding available for other initiatives within the Local Government Area.

 

It is noted that the funding body, the NSW State Government, has indicated a reluctance to allow money (contingency funds) to Council’s infrastructure upgrades, even though they are an integral part of the project.  It is not known if further funding has been requested from the State Government for other components of the request.

Risk Analysis:

There is a risk that if the Council does not provide additional funding to the BCG Inc. that the project may fail to come to a successful conclusion.  There is also a risk that should the project be constructed and opened for operation, the anticipated outcomes are not realised and therefore the operations are not sustainable.  This may result in the facility ceasing to operate, with the facility reverting back to Council’s overall responsibility.  This would mean that a substantial asset would remain on Council’s Balance Sheet, with ongoing depreciation and other costs impacting the Profit and Loss Statement, whilst Council explored some other sustainable operating approach for the facility.

Consultation:

Consultation has occurred between Council officers and office holders of the BCG Inc. Internal consultation has also occurred in the preparation of this report.

Related Policy, Precedents and / or Statutory Requirements:

As mentioned in this report, the proposal does align with aspects of the Creative Coffs Strategy.  The only precedent to providing funding in this manner is what has previously occurred with the provision of assistance to the BCG Inc. in August and September 2018.

 

As the project proceeds there will be various statutory requirements to be met to enable occupation of the new facility.

Implementation Date / Priority:

The BCG Inc. have advised that they would be able to cover costs in the short term subject to the Council providing the full request early in the 2020/21 financial year.

Conclusion:

There is a risk that should the Council not provide some level of assistance to the BCG Inc., the project which is current progressing may not be completed.  There is no question that the project does provide some level of alignment with Creative Coffs and will provide additional facilities for the region.  Given that Council has provided quite considerable assistance in the past, it would seem prudent to provide some assistance to ensure the project reaches completion.

 

 


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BS20/15       Contract No. RPT-1145-TO - Supply and Delivery of Domestic Water Meters (Regional Procurement Tender No. REGPRO821920)

Author:                        Team Leader Contracts and Procurement

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  BS20/15   CONFIDENTIAL Contract No. RPT-1145-TO - Tender Assessment

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

 

Executive Summary

Coffs Harbour City Council is a financial and Associate Member of the Regional Procurement Initiative (RPI) for the Mid North Coast Procurement Alliance Group of Councils. RPI on behalf of the Mid North Coast Procurement Alliance Group of Councils, called tenders for the Supply and Delivery of Domestic Water Meters, Tender No REGPRO821920 that closed on 8 October 2019.

 

RPI advertised the tender as a contract for a three (3) year period with an additional option of one (1) year that may be taken up based on satisfactory performance by the successful supplier.

 

RPI advised tenderers this would be awarded as a single source contract.

 

Recommendation:

That Council considers the tenders received for the Supply and Delivery of Domestic Water Meters, Regional Procurement Contract No. REGPRO821920, Contract No. RPT-1145-TO, and adopts the recommendation in the Confidential Attachment.

 

Report

Description of Item:

Regional Procurement Initiative on behalf of the Mid North Coast Procurement Alliance Group of Councils, has called tenders for the Supply and Delivery of Domestic Water Meters Tender No. REGPRO821920.

 

Tenders were evaluated on the following criteria:

 

·   Tender price

·   Referees

·   Quality assurance

·   Customer service

·   Ecologically sustainable development

 

 

 

 

Five (5) tenders were received from the following companies for the Supply and Delivery of Domestic Water Meters:

 

1.       AMS Water Metering Pty Ltd

2.       Cadia Group Pty Ltd

3.       Elster Metering Pty Ltd

4.       Itron Australasia Pty Ltd

5.       Watergroup Pty Ltd

Issues:

Issues relating to this tender are discussed in the Confidential Attachment.

Options:

The options available to Council with respect to this report are:

 

1.   Approval of the single source supplier; or

2.   Reject all tenders.

Sustainability Assessment:

•     Environment

On behalf of the Mid North Coast Procurement Alliance Group of Councils, Regional Procurement Initiative has addressed environmental issues by requiring evidence to meet their benchmark regarding ecologically sustainable development

•     Social

The Supply and Delivery of Domestic Water Meters plays an integral part in providing and maintaining infrastructure for the community.

•     Civic Leadership

The tender is consistent with the MyCoffs Community Strategic Plan. Council supports the delivery of high quality, sustainable outcomes for Coffs Harbour. Council also illustrates strong leadership in encouraging local business participation, resulting in permanent and casual employment for Coffs Harbour residents.

•     Economic – Broader Economic Implications

There are no major economic impacts on Council in the awarding of this tender.

•     Economic - Delivery Program/Operational Plan Implications

All orders for the Supply and Delivery of Domestic Water Meters will be based on program requirements that have been approved and budgeted for over each financial year of the term of the contract.

Risk Analysis:

Tender documentation has been developed to minimise Council’s exposure to risk. Quality, safety and environmental risks will be supervised by experienced and qualified Council Project Managers in the engagement of applicable preferred suppliers throughout the term of the contract.

Consultation:

Consultation was undertaken with relevant Council staff to discuss this Regional Procurement contract outcome and the evaluation panel recommendation.

Related Policy, Precedents and / or Statutory Requirements:

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

 

Tendering procedures were carried out by Regional Procurement Initiative also in accordance with Council policy.

 

Regional Procurement’s Tender Value Selection System was applied during the tender review process to determine the most advantageous offer. Regional Procurement’s policy is that the tender with the highest weighted score becomes the recommended tenderers (refer Confidential Attachment).

Implementation Date / Priority:

The advertised contact is for a three (3) year period with an additional one (1) year option.

Conclusion:

Council should consider the recommendation as outlined in the Confidential Attachment.

 


BS20/16       Contract No. RPT-1194-TO - Supply and Delivery of Hardware (Regional Procurement Tender No. REGPRO791920)

Author:                        Team Leader Contracts and Procurement

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  BS20/16   CONFIDENTIAL Contract No. RPT-1194-TO Tender Assessment

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

 

Executive Summary

Coffs Harbour City Council is a financial and Associate Member of the Regional Procurement Initiative (RPI) for the Mid North Coast Procurement Alliance Group of Councils.  RPI on behalf of the Mid North Coast Procurement Alliance Group of Councils, has called tenders for the Supply and Delivery of Hardware, Tender No REGPRO791920 that closed on 5 November 2019.

 

RPI advertised the tender as a contract for a three (3) year period with an additional option of one (1) year that may be taken up based on satisfactory performance by the successful supplier.

 

RPI advised tenderers this would be awarded as a panel contract.

 

Recommendation:

That Council considers the tenders received for the Supply and Delivery of Hardware, Regional Procurement Contract No. REGPRO791920, Contract No. RPT-1194-TO, and adopts the recommendation in the Confidential Attachment.

 

Report

Description of Item:

Regional Procurement Initiative on behalf of the Mid North Coast Procurement Alliance Group of Councils, has called tenders for the Supply and Delivery of Hardware Tender No. REGPRO791920.

 

Tenders were evaluated on the following criteria:

 

·   Tender price

·   Referees

·   Quality assurance

·   Customer service

·   Work Health and Safety

 

Three (3) tenders were received from the following companies for the Supply and Delivery of Hardware:

 

1.   Bunnings Group Pty Ltd

2.   J Blackwood & Son Pty Ltd

3.   Specialty Fasteners

Issues:

No issues were identified by RPI relating to this tender.

Options:

The options available to Council with respect to this report are:

 

1.   Approve the panel of suppliers; or

2.   Reject all tenders.

Sustainability Assessment:

•     Environment

On behalf of the Mid North Coast Procurement Alliance Group of Councils, Regional Procurement Initiative has addressed any environmental issues that may arise from this Contract.

•     Social

The supply and delivery of hardware to our Council, plays an integral part in providing and maintaining infrastructure for the community.

•     Civic Leadership

The tender is consistent with the MyCoffs Community Strategic Plan. Council supports the delivery of high quality, sustainable outcomes for Coffs Harbour.  Council also illustrates strong leadership in encouraging local business participation, resulting in permanent and casual employment for Coffs Harbour residents.

•     Economic – Broader Economic Implications

There are no major economic impacts on Council in the awarding of this tender.

 

·   Economic - Delivery Program/Operational Plan Implications

 

All orders for the Supply and Delivery of Hardware will be based on project requirements that have been approved and budgeted for over each financial year of the term of the contract.

Risk Analysis:

Tender documentation has been developed to minimise Council’s exposure to risk.

 

Quality and safety risks will be supervised by experienced and qualified Council Project Managers or Supervisors in the use of products from the preferred suppliers throughout the term of the contract.

Consultation:

Consultation was undertaken with relevant Council staff to discuss this Regional Procurement contract outcome and the evaluation panel recommendation.

Related Policy, Precedents and / or Statutory Requirements:

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

 

Tendering procedures were carried out by Regional Procurement Initiative also in accordance with Council policy.

 

Regional Procurement’s Tender Value Selection System was applied during the tender review process to determine the most advantageous offer.  Regional Procurement’s policy is that the tender with the highest weighted score become the recommended tenderers (refer Confidential Attachment).

Implementation Date / Priority:

The advertised contract is for a three (3) year period with an additional one (1) year option.

Conclusion:

Council should consider the recommendation as outlined in the Confidential Attachment.

 

  


SC20/03       Development Application No. 0782/19 - Seniors Housing - Lot 78 DP 1223036, Lot 1 and Lot 2 DP 1140702 and Lot 1 DP 252223, 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach

Author:                        Development Assessment Officer

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  SC20/03   Development Application 0782/19 - 4.15 Evaluation Report

ATT2  SC20/03   Development Application 0782/19 - Plans

ATT3  SC20/03   Development Application 0782/19 - Draft Conditions

ATT4  SC20/03   CONFIDENTIAL Development Application No. 0782/19 - 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.

ATT5  SC20/03   Development Application No. 0782/19 - Traffic and Access Investigations  

      

 

 

Executive Summary

This report provides an assessment of Development Application No. 0782/19 for Seniors Housing (29 self-contained dwellings), six (6) dwellings, one (1) exhibition home, demolition and subdivision (Torrens, Community and Strata Title) at 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach.

This development application was presented to Council for determination on 12 December 2019. At that meeting, Council resolved as follows:

That Council defer the Development Application No. 0782/19 for a Seniors Housing (29self-contained dwellings), six (6) dwellings, one (1) exhibition home, demolition and subdivision (Torrens, Community and Strata Title) at Lot 78 DP1223036, Lot 1 and Lot 2 DP 1140702 and Lot 1 DP 252223, 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach to investigate alternate access options.

The applicant has investigated further access options and has provided a report on their investigations.  A copy of this report is provided as Attachment 5.

 

Recommendation:

That Council:

1.       Approve Development Application No. 0782/19 for a Seniors Housing (29 self-contained dwellings), six (6) dwellings, one (1) exhibition home, demolition and subdivision (Torrens, Community and Strata Title) at Lot 78 DP 1223036, Lot 1 and Lot 2 DP 1140702 and Lot 1 DP 252223, 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach subject to the conditions in Attachment 3.

2.       Advise persons who made a submission on Development Application No. 0782/19 of Council’s decision.

 

REPORT:

Applicant:

Petersen Consulting Group.

Land:

Lot 78 DP 1223036, Lot 1 and 2 DP 1140702 and Lot 1 DP 252223, No 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach.

Zone:

R2 Low Density Residential Zone.

Description:

Seniors Housing (29 self-contained dwellings), six (6) dwellings, one (1) exhibition home, demolition and subdivision (Torrens, Community and Strata Title).

Description of Item:

•     The Site

The development site includes four lots known as Lot 78 DP 1223036 (No. 8 Anchorage Close), Lot 1 and 2 DP 1140702 and Lot 1 DP 252223, (5-9 Moonee Beach Road), Moonee Beach. The site is zoned R2 Low Density Residential under the provisions of the Coffs Harbour Local Environmental Plan 2013. The site has a cross fall from the eastern boundary to the western boundary of approximately 5.5 metres over a distance of 160 metres.

The site has the following areas and dimensions:

-     Area – 11, 782m2;

-     Northern boundary adjoining No. 3 and No. 8 Anchorage Close of approximately 124m;

-     Eastern boundary adjoining No. 13 Moonee Creek Drive and 11 Moonee Beach Road of approximately 120m;

-     Southern boundary to Moonee Beach Road of approximately 110m; and

-     Western boundary of approximately 80m.

The subject site currently accommodates three single storey dwellings along Moonee Beach Road. The site is located within an established residential area characterised by single storey dwellings. Adjoining the site to the southeast (11 Moonee Beach Road) is an established single storey multi-unit development containing three units. Opposite the site to the south is the Moonee Markets and to the west land zoned R2 Low Density Residential.

•     The Development

The proposal involves the construction of 29 self-contained seniors living dwellings and 7 x dwelling houses with one of the 7 dwellings to be used as an exhibition home.

The seniors living component of the development comprises a mixture of single and two-storey buildings. Nine two storey buildings are located along part of the eastern boundary and southern boundary.

The two storey buildings each contain a dwelling on the ground and first floor, with a lift and stairwell providing access to the upper floor dwellings. Ten (10) single storey dwellings are located in the middle of the site with one single storey dwelling located in the north eastern corner of the site.

Seven single storey dwellings will be constructed that will not form part of the seniors housing development. These dwellings will be located along the western portion of the site and contain 3 bedrooms. One of these dwellings (LD-01 as indicated on the architectural plans) will be temporarily used as an exhibition home.

All of the above dwellings contain 3 bedrooms.

The proposal will involve a 28 Lot community subdivision, including 1 neighbourhood lot that will form the internal road and communal open space. The two storey dwellings (proposed Lots 3-11) will be subject to a strata subdivision.

The proposal will also involve the following:

-     Demolition of the dwelling at 5 Moonee Beach Road;

-     Earthworks, cut and fill of up to 2 metres;

-     Demolition of outbuildings;

-     Visitors car parking;

-     Tree removal;

-     Landscaping;

-     Stormwater works; and

-     Torrens subdivision to include part of 8 Anchorage Close into the subject site.

•     Site History

On 13 April 2018, Council issued a consent (0316/18DA) for “Seniors Housing (26 self-contained dwellings) and Subdivision (27 lots - Community Title, including internal road), at 5-7 Moonee Beach Road, Moonee Beach.

On 27 September 2019, Council issued a construction certificate (0056/19CW) for the construction of a pedestrian refuge and footpath from the site’s pedestrian access point along Moonee Beach Road eastward, up to the roundabout located at the intersection of Moonee Beach Road and Sullivan’s Road.

Issues:

The main assessment issues for the proposed development are:

-      Traffic and parking;

-      Pedestrian safety;

-      Character of the area;

-      Bulk and scale;

-      Amenity (noise and overlooking);

-      Setbacks;

-      Solar access/overshadowing, and

-      Variations to Council’s Development Control Plan 2015 - Control C1.6: Subdivision of land and Control D3.1: Density requirements.

These issues are detailed in the Section 4.15 Evaluation Report as Attachment 1 to this report.

Investigation of Alternate Access Options and Applicant’s Response

This matter was lasted considered by Council at its meeting of 12 December 2019, where it was resolved:

That Council defer the Development Application No. 0782/19 for a Seniors Housing (29 self-contained dwellings), six (6) dwellings, one (1) exhibition home, demolition and subdivision (Torrens, Community and Strata Title) at Lot 78 DP1223036, Lot 1 and Lot 2 DP 1140702 and Lot 1 DP 252223, 8 Anchorage Close and 5-9 Moonee Beach Road, Moonee Beach to investigate alternate access options.

Taking into account the above, the applicant in consultation with Council staff has considered the following for investigation:

-     Widening of Anchorage Close; and

-     Alternate access via Estuary Drive.

A report prepared by Weavers Consulting Group dated 22 January 2020 is attached (appendix 5)

The specialist report evaluates the road access options and presents matters that have been considered for alternative access options and widening of Anchorage Close.  The report is proposed as the applicant’s response to Council’s resolution. 

In summary, the report concludes the following:

·    Widening of Anchorage Close

Widening of the street would be a costly matter, given that it is an established street built to Council standards with existing underground services.

Such work would include the following:

-     Demolition of existing full-length roll kerb including kerb returns into Moonee Creek Drive;

-     Relocation of 5 stormwater drainage pits and associated stormwater drainage pipes;

-     Relocation of 2 streetlights and underground power supply;

-     Pavement widening 0.5 m each side;

-     Demolition and relocation of subsoil drainage;

-     Replacement of cross road services conduits and replacement of services;

-     Possible relocation of underground telecommunications cabling; and

-     Full demolition and reconstruction of existing footpath crossings to existing dwellings.

Following the development of the proposal, the maximum daily traffic volume would be fifty-two per cent (52%) of the maximum permissible volume of Anchorage Close. The report concludes that any requirement for the widening of Anchorage Close cannot be justified based on being needed to cater for the maximum future traffic volume.

·    Alternate Access Via Estuary Drive

The issues surrounding access from Estuary Drive regard safety and construction of a roundabout. The report concludes that it would be necessary to reconstruct the intersection at Moonee Creek Drive and Estuary Drive as a roundabout for traffic safety to comply with the “safe system” approach required by modern road network planning.

The current temporary access arrangement between Estuary Drive and Moonee Creek Drive is in a location that is prohibited by AS/NZS 2890.1 Parking Facilities Part 1: Off-street car parking and cannot be sustained on traffic safety grounds.

Works would include the following:

-     Acquisition of a splay corner from No 25 Moonee Creek Drive on the southern corner;

-     Demolition and removal of the turning head in Estuary Drive;

-     Construction of a concrete paved roundabout;

-     Reconstruction of approximately 15 m of each existing intersecting road;

-     Alterations to stormwater drainage;

-     Alterations to services; and

-     Additional street lighting.

All matters included in the specialist report were considered and discussed in detail with the applicant to address the resolution above for an alternate access. Unfortunately, due to a number of reasons including location of services, traffic safety, acquisition issues and costs, an alternate access option has not been proposed by the applicant and is not considered practical. The development itself remains unchanged.

Options:

1.   Adopt the recommendation thereby granting approval to the application, subject to conditions.

2.   Refuse the application and list reasons for refusal.

Sustainability Assessment:

•     Environment

A complete assessment of potential environmental impacts is provided in the Section 4.15 Evaluation Report as Attachment 1 to this report.

•     Social

A complete assessment of potential social impacts is provided in the Section 4.15 Evaluation Report as Attachment 1 to this report.

•     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:

A risk analysis has been undertaken and it is considered that approval of the development application as recommended, does not pose a significant risk to Council.

Consultation:

The development was advertised and notified in accordance with the requirements of the Coffs Harbour Development Control Plan 2015 for a period of fourteen (14) days and thirty (30) submissions and one (1) petition containing seventy-two (72) signatures were received.

A full copy of all of the submissions is a confidential attachment to this report (Attachment 4) as the submissions may contain personal or private information or other considerations against disclosure as prescribed under the Government Information (Public Access) Act 2009.

Related Policy, Precedents and / or Statutory Requirements:

The statutory instruments relevant to the development include the following:

-    Coffs Harbour Local Environmental Plan 2013

-    Coffs Harbour Development Control Plan 2015

-    State Environmental Planning Policy (SEPP) No 44 — Koala Habitat Protection

-    State Environmental Planning Policy (SEPP) No 55 — Remediation of Land

-    State Environmental Planning Policy (SEPP) Building Sustainability Index: BASIX 2004

-    State Environmental Planning Policy (SEPP) - Coastal Management 2018

-     State Environmental Planning Policy (Housing for Seniors or People with a Disability) 2004

Implementation Date / Priority:

In the event that Council adopts the recommendation, a formal notice of determination will be issued for the development application. A formal notice of determination is valid for five years and the applicant can act on the development consent at any time within that period, subject to meeting any relevant conditions of the consent.

Conclusion:

A comprehensive assessment of the application has been undertaken in accordance with all statutory requirements and it is recommended that the application be approved subject to a number of standard conditions (Attachment 3).

With respect to the investigation of alternate access options, the concluding statement of the applicant’s assessment that the constructed form of Anchorage Close complies with the design specifications of an access street is accepted.  The statement that the access street may have 300 vehicle movements per day is also accepted.  The estimated traffic generation for the development accordance with RMS traffic generation guidelines (113 traffic movements per day) is considered correct.

The RMS traffic generation guidelines are accepted as an appropriate means to determine likely future traffic generation for a development.  The rates provided in the guidelines have been derived from traffic counts of actual development and their use for these purposes is accepted as standard practice.

The applicant’s report has expressed a view that works to widen Anchorage Close are ‘not justified’ and that costs associated with construction an alternative access with Estuary Drive are ‘unreasonable’.

In determination of a development application Council can only impose requirement on a development that are directly attributable to the likely impacts of a development.

On balance it is considered that the current, proposed access arrangement to the development through Anchorage Close is acceptable and will not result in unacceptable traffic movements.

 


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SC20/04       Development Application No. 0160/19 - Restaurant (Expansion of Dining Areas) - Lot 9 DP 134701 and Lot 10 DP 134701, 963 Orara Way, Nana Glen

Author:                        Development Assessment Officer - Senior

Authoriser:                  Director Sustainable Communities

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:              ATT1  SC20/04   Development Application No. 0160/19 - S4.15 Evaluation Report

ATT2  SC20/04   Development Application No. 0160/19 - Plans

ATT3  SC20/04   CONFIDENTIAL Development Application No. 0160/19 - 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

This report provides an assessment of Development Application No. 0160/19 for a Restaurant (expansion of dining areas) at Lot 9 DP 134701 and Lot 10 DP 134701, 963 Orara Way, Nana Glen.

At its meeting of 21 September 2019, Council resolved the following:

That Council bring Development Application 0160/19 DA relating to Two Tails Winery at Nana Glen to full council for determination upon completion of assessment.

Accordingly, the application is reported to Council for determination.

Recommendation:

That Council:

1.   Refuse Development Application No. 0160/19 for a Restaurant (expansion of dining areas) at Lot 9 DP 134701 and Lot 10 DP 134701, 963 Orara Way, Nana Glen on the following grounds:

1.1. On consideration of the likely impacts of the development (as required by S4.15 of the Environmental Panning and Assessment Act) the development is likely to result in unacceptable noise impacts in the locality.

1.2. With regard to the objectives of the RU2 Rural Landscape zone (as required by Clause 2.3 of Coffs Harbour Local Environmental Plan 2013) the development as proposed is not compatible with residential uses in the locality.

1.3. It is not in the public interest having regard to matters raised in public submissions.

2.   Advise persons who made a submission on Development Application No. 0160/19 of Council’s decision.

 

REPORT:

Applicant:

Madonna Bannerman

Land:

Lot 9 DP 134701 & Lot 10 DP 134701, 963 Orara Way, Nana Glen

Zone:

RU2 Rural Landscape

Description:

Restaurant (expansion of dining areas)

Description of Item:

•     The Site

The development site consists of two land parcels, as shown below. The site adjoins a Council controlled road reserve to the south. Existing rural residential development and rural activities surrounds the site to north, east, south and west. A childcare centre is located to the east across Orara Way. The site has direct frontage to Orara Way.

•     The Development

Background:

In February 2017, Council approved a ‘restaurant (change of use from cellar door premises, including alterations)’ under Development Consent No. 0444/17. This development consent approved a twenty (20) seat restaurant, including a deck addition with all seating limited to inside the main restaurant building. The consent also required the construction of a car parking area and associated manoeuvring, to be accessed via an entry point off Orara Way. These requirements have not yet been constructed on the site.

It is noted that there are a number of currently unauthorised activities occurring on site which the subject development application, in part, seeks to address.

Proposed Development:

The proposed development seeks to expand the restaurant dining areas, involving the use of the existing deck (for seating) and the use of two grassed areas adjoining the existing restaurant and vineyard. These areas are shown on the plans provided in Attachment 2.

The deck area is 90m2 in size and is proposed to accommodate 40 people at full capacity. The grassed area adjoining the restaurant building is 460m2 in size and is proposed to accommodate 90 people at full capacity. The grassed area adjoining the vineyard is 90m2 in size and is proposed to accommodate 90 people at capacity.

The expanded dining areas are proposed to operate during the following hours:

-     Deck: 8am to 10pm, everyday;

-     Grassed area adjoining restaurant building: 9am to 6pm, Saturday and Sunday; and

-     Grassed area adjoining the vineyard: 11am to 4:30pm, 3 occasions per year.

It is proposed that not all dining areas be used at the same time, however, it is unclear from submitted information how this would be managed.

The development proposes an additional 26 car parking spaces adjoining the site frontage, which are proposed to be accessed off an upgraded driveway to Orara Way. These spaces would be in addition to the 6 spaces associated with Development Consent No.0444/17 thereby providing for a total of 32 spaces on the site.

It should be noted that a deemed refusal appeal has been lodged with the NSW Land and Environment Court on 29 January 2020.

Issues:

The main assessment issues for the proposed development are:

-     Amenity impacts – noise and privacy

-     On-site effluent disposal

-     Traffic and car parking impacts 

-     Economic benefits

These issues are detailed in the Section 4.15 Evaluation Report as Attachment 1 to this report.

Options:

1.   Adopt the recommendation thereby refusing the application, for the reasons provided in Attachment 1.

2.   Approve the application, subject to conditions. If Council adopts this course of action it will need to determine appropriate conditions to address the relevant considerations outlined in the Section 4.15 Evaluation Report as attached to this report.

This report recommends that the application be refused.

Sustainability Assessment:

•     Environment

A complete assessment of potential environmental impacts is provided in the Section 4.15 Evaluation Report as Attachment 1 to this report.

•     Social

A complete assessment of potential social impacts is provided in the Section 4.15 Evaluation Report as Attachment 1 to this report.

•     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 would be expected to result in positive economic benefits and would be significant in the Orara Valley locality.

•     Economic - Delivery Program/Operational Plan Implications

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

Risk Analysis:

A risk analysis has been undertaken and it is considered that refusal of the development application as recommended, does not pose a significant risk to Council.

Consultation:

The application was notified to adjoining landowners for a period of 14 days in accordance with the provisions of the Plan. Following the receipt of additional information, the application was re-notified for a further 14 days.  Following the public exhibition periods, 12 submissions were received.

A full copy of all of the submissions is a confidential attachment to this report (Attachment 4) as the submissions may contain personal or private information or other considerations against disclosure as prescribed under the Government Information (Public Access) Act 2009.

Related Policy, Precedents and / or Statutory Requirements:

The statutory instruments relevant to the development include the following:

-    Environmental Planning and Assessment 1979

-    Environmental Planning and Assessment Regulation 2000

-    State Environmental Planning Policy No.55 – Remediation of Land

-    Coffs Harbour Local Environmental Plan 2013

-    Coffs Harbour Development Control Plan 2015

Implementation Date / Priority:

In the event that Council adopts the recommendation, a formal notice of determination will be issued for the development application. The applicant has a right of appeal under Section 8.2 of the Environmental Planning and Assessment Act 1979.

Conclusion:

A comprehensive assessment of the application has been undertaken in accordance with all statutory requirements and it is recommended that the application be refused for the reasons provided in Attachment 1.

 


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SC20/05       Development Application No. 0891/19 - Horticulture (Install Agricultural Netting Over Existing Blueberry Plantation) - Lot 2 DP 778574, Lot 364 DP 44800, 218 Bruxner Park Road, Korora

Author:                        Development Assessment Officer

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              ATT1  SC20/05   Development Application No. 0891/19 - S4.15 Evaluation Report

ATT2  SC20/05   Development Application No. 0891/19 - Plan

ATT3  SC20/05   Development Application No. 0891/19 - Draft Conditions

ATT4  SC20/05   CONFIDENTIAL Development Application No. 0891/19 - Submissions from First Public Exhibition Period

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.

ATT5  SC20/05   CONFIDENTIAL Development Application No. 0891/19 - Submissions from Second Notification Period   

      

 

 

Executive Summary

This report provides an assessment of Development Application No. 0891/19 for Horticulture (install agricultural netting over existing blueberry plantation) at Lot 2 DP 778574 and Lot 364 DP 44800, 218 Bruxner Park Road, Korora.

At its meeting of 12 October 2017, Council adopted the ‘Development Applications - Consideration by Council Policy’, which outlined:

That development applications for approval involving substantial aspects of the following elements be referred to Council for determination:

-     Significant public interest and community input;

-     A proposed variation to the Local Environmental Plan that varies from the development standard by more than 10%;

-     Significant land use; and

-     Major environmental issues.

Following public exhibition of the application, Council received 31 submissions. Accordingly, this matter is reported to Council for determination due to ‘significant public interest and community input’.

Recommendation:

That Council:

1.       Approve Development Application No. 0891/19 for Horticulture (install agricultural netting over existing blueberry plantation) at Lot 2 DP 778574 and Lot 364 DP 44800, 218 Bruxner Park Road, Korora subject to the conditions in Attachment 3.

2.       Advise persons who made a submission on Development Application No.0891/19 of Council’s decision.

 

REPORT:

Applicant:

Resource Design & Management Pty Ltd

Land:

Lot 2 DP 778574, Lot 364 DP 44800, 218 Bruxner Park Road, Korora

Zone:

R5 Large Lot Residential and E2 Environmental Conservation

Description:

Horticulture (install agricultural netting over existing blueberry plantation)

Description of Item:

•     The Site

The site is identified as Lot 2 DP 778574, Lot 364 DP 44800, 218 Bruxner Park Road, Korora. The site is zoned R5 Large Lot Residential and E2 Environmental Conservation pursuant to Coffs Harbour Local Environmental Plan 2013. The site is accessed from Bruxner Park Road.

•     The Development

The development comprises installation of agricultural netting over an existing horticultural activity (blueberry farm). The blueberry farm is operating under the existing use provisions detailed within Division 4.11 of the Environmental Planning and Assessment Act 1979. This means the current use of the property for the purposes of ‘horticulture’ can continue to operate without development consent, despite current planning controls requiring prior development consent and/or prohibiting the land use. 

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Issues:

The main assessment issues for the proposed development are:

-     Permissibility of development

-     Visual amenity

These issues are detailed in the Section 4.15 Evaluation Report as Attachment 1 to this report.

Options:

1.   Adopt the recommendation thereby granting approval to the application, subject to conditions.

2.   Refuse the application and list reasons for refusal.

Sustainability Assessment:

•     Environment

A complete assessment of potential environmental impacts is provided in the Section 4.15 Evaluation Report as Attachment 1 to this report.

•     Social

A complete assessment of potential social impacts is provided in the Section 4.15 Evaluation Report as Attachment 1 to this report.

•     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:

A risk analysis has been undertaken and it is considered that approval of the development application as recommended, does not pose a significant risk to Council.

Consultation:

The development was advertised and notified in accordance with the requirements of the Coffs Harbour Development Control Plan 2015 between 17 July 2019 to 14 August 2019 and 22 submissions were received. Following receipt of additional information, the application was notified again to those who made a submission between 28 November 2019 to 12 December 2019. A further 9 submissions were received. 

A full copy of all of the submissions is a confidential attachment to this report (Attachment 4 and 5) as the submissions may contain personal or private information or other considerations against disclosure as prescribed under the Government Information (Public Access) Act 2009.

Related Policy, Precedents and / or Statutory Requirements:

The statutory instruments relevant to the development include the following:

-    Environmental Planning and Assessment Act 1979

-    Environmental Planning and Assessment Regulation 2000

-    State Environmental Planning Policy No.55 – Remediation of Land

-    Coffs Harbour Local Environmental Plan 2013

-    Coffs Harbour Development Control Plan 2015

Implementation Date / Priority:

In the event that Council adopts the recommendation, a formal notice of determination will be issued for the development application. A formal notice of determination is valid for five years and the applicant can act on the development consent at any time within that period, subject to meeting any relevant conditions of the consent.

Conclusion:

A comprehensive assessment of the application has been undertaken in accordance with all statutory requirements and it is recommended that the application be approved subject to a number of standard conditions (Attachment 3).

 

 


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SC20/06       2017-21 Delivery Program (Year 3) - Six-Monthly Report - July to December 2019

Author:                        Senior Corporate Planner

Authoriser:                  Director Sustainable Communities

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

Attachments:              ATT1  SC20/06   2017-21 Delivery Program - Six-Monthly Report - July to December 2019  

 

Executive Summary

Under the Local Government Act, Council is required to report six-monthly on its progress against the principal activities detailed in the Delivery Program.

The Six-Monthly Progress Report (for the period 1 July to 31 December 2019) on the Coffs Harbour City Council 2017-2021 Delivery Program (Year 3) is tabled at this time. The Six-Monthly Progress Report identifies achievements and challenges recorded during the reporting period and provides updates on Council services, projects and key operational activities.

There are 252 Operational Plan actions detailed in the six-monthly report. The majority are recorded as being On Track; 33 are listed as Needing Attention and one as Critical, generally reflecting the impacts of competing operational priorities or external factors.

The report represents the considerable record of achievement by Council and its workforce in delivering positive outcomes for the Coffs Harbour community.

 

Recommendation:

That Council:

1.   Adopts the attached Six-Monthly Progress Report (for the period 1 July to 31 December 2019) on the Coffs Harbour City Council 2017-2021 Delivery Program (Year 3) for public release.

2.    Amends the 2019/20 Operational Plan in regard to the actions detailed in the Issues section of this report.

 

Report

Description of Item:

Coffs Harbour City Council began implementing its 2017-2021 Delivery Program (Year 3) on 1 July 2019. The Delivery Program must include a method of assessment to determine the effectiveness of Council’s principal activities in achieving the objectives of the MyCoffs Community Strategic Plan. Progress reports must be provided to Council at least every six months. While it is a legislative requirement, the Six-Monthly Progress Report also represents a valuable opportunity for the organisation to evaluate its performance and account to the local community.

The Six-Monthly Progress Report (for the period 1 July to 31 December 2019) on the Coffs Harbour City Council 2017-2021 Delivery Program (Year 3) is tabled at this time. Once adopted, the six-monthly Report will be posted on Council’s website and printed copies will also be made available at Council’s display locations.

Issues:

The Six-Monthly Progress Report is an overview of Council’s activities – undertaken through the 2019/20 Operational Plan - that respond to the objectives and strategies of Coffs Harbour’s MyCoffs Community Strategic Plan. It refers to the period 1 July to 31 December 2019.

In the Operational Plan, Council details a range of actions (projects and ongoing tasks) that are aligned with one or more of the Strategies that are set out in the Community Strategic Plan.

The progress updates include ‘traffic lights’ which indicate whether an action is On Track (green light), Needs Attention (yellow light), or Critical (red light). A grey traffic light indicates that an action is On Hold - in these cases, the action may be yet to start, not active this reporting cycle, or awaiting funding or the outcome of other processes including the development of data systems.

During the period, progress reports were submitted for a total of 252 actions implemented by Council. The updates indicate the majority of actions are On Track. A total of 33 actions are recorded as Needing Attention and one as Critical; these reflect resourcing/workload issues, delays associated with the introduction of new systems or processes, and/or the impact of external factors. Progress reports indicate how it is proposed to bring these actions back On Track.

The report represents the considerable record of achievement by Council and its workforce in delivering positive outcomes for the Coffs Harbour community. The reporting period saw many highlights including:

-     The unveiling of the $18-million redevelopment of Coffs Harbour’s C.ex Coffs International stadium;

-     Winning the globally-acclaimed International Festivals and Events Association (IFEA) World Festival and Event City Award for the fifth consecutive year;

-     Council resolving to proceed with the proposed new Cultural and Civic Space in Gordon Street;

-     The completion of the $2-million rebuild of City Square under Council’s City Centre Masterplan;

-     The opening of the $1.2-million West Coffs District Park;

-     Coffs Harbour being named Local Council of the Year at the NSW Champion of Sports Awards run by Sport NSW;

-     The successful staging of the Regional Gallery’s signature event, the $30,000 ‘STILL’ National Still Life Award 2019;

-     The adoption of the ‘Yandaarra – Shifting Camp Together’ Aboriginal Cultural Awareness and Engagement Guide for Council and the community;

-     The roll-out of solar panel installations at Council sites under the ‘Powering Ahead’ renewable energy project;

-     The finalisation of the Lifeguard Service Strategic Plan 2019 – 2024;

-     Council adoption and NSW Government endorsement of Chapters 1-4 (Strategic Approach) and Chapter 6 (Large Lot Residential Lands) of the Coffs Harbour Local Growth Management Strategy;

-     Awarding $325,300 to community projects through Council’s Community Capital Infrastructure Grants Program;

-     The Jetty4Shores Project winning the 2019 ‘From Plan to Place’ planning excellence award;

-     Extensive water, sewer and transport asset works;

-     Delivery of land management, environmental and sustainability initiatives; and

-     Delivery of a range of community, economic and sporting programs.

A number of actions that were expected to be completed during the term of the 2018/19 Operational Plan have extended into 2019/20. To facilitate continued progress reporting, it is recommended these actions be formally included in the 2019/20 Operational Plan:

DESCRIPTION

COMMENT

ORIGINAL
END DATE

REVISED
END DATE

GROUP

P0588 Finalise the Botanic Garden Strategic Plan

Draft Strategic Plan presented to Council but not adopted due to requirement to develop a Plan of Management (POM) for the reserve under the Local Government Act.

Council is currently recruiting a suitably qualified staff member to assist in delivering Local Government Act Plans of Management for all Council managed Crown Land including the Botanic Garden

30/04/2019

30/06/2020

Coffs Coast Holiday Parks

P1179 Review of swimming pool facilities in the local government area

Project now complete.

Pool Strategy adopted at the Council Meeting 12/9/2019 (item B519/44)

30/06/2019

12/9/2019

Financial Services and Logistics

P0464 Northern Beaches Fibre Project

Good progress has been made during the last quarter. The fibre cable has reached Woolgoolga and sites along the route have been commissioned. The project is due for completion during the next quarter.

30/06/2019

31/03/2020

Business Systems

P0939 Community Facility Activation Upgrades (Upgrade of D-Block, digital projection technology upgrades for Jetty Memorial Theatre, AV upgrades at Coramba, Woolgoolga, Ulong, Lowanna and Toormina Community Halls)

Project now complete.

-     Jetty Memorial Theatre Digital Cinema Projector (DCP) and new larger screen installed and operational. All work complete, targets met and within budget.

-     Mobile DCP (including mobile screen) completed, targets met and within budget.

-     Selected Council-owned community venues (5 facilities) improved via installation of new audio systems, curtains, projector, screens and lighting. All completed, targets met and within budget.

-     CHEC D Block Theatre upgrade is completed, providing various technical reports/assessments, lighting systems, stage improvements, ticket booth, bio box, acoustic improvements, green room upgrade, power upgrade and hirer access improvements. Targets met and on budget.

-     Remaining contingency budget utilised to fund the raising of the lights in the Main Hall at the Cavanbah Centre to enable the Mobile DCP to be used in this facility.

30/06/2019

31/12/2019

Community and Cultural Services

P0496 Complete a CBD Heights and Built Form Analysis

Project now complete.

The CBD Height and Built Form Review was adopted by Council on 11 October 2018. At the same time an LEP amendment incorporating the recommendations of the review (Planning Proposal PP_2018_COFFS_003_00) was initiated. This LEP amendment has been finalised and Coffs Harbour Local Environmental Plan 2013 (Amendment No.19) gazetted.

30/06/2019

31/12/2019

Sustainable Places

P0499 Complete a CBD Loveable Laneways analysis

The project principles have been defined and are currently being tested through designs for Riding Lane.

30/06/2019

30/6/2020

Sustainable Places

P1125 S94 sport infrastructure works - Richardson Park irrigation

Project now complete.

30/06/2019

31/12/2019

City Prosperity

P1126 S94 sport infrastructure works – Digital switching for Forsyth Park, (Mclean St)

Switching equipment - planning is in development.

New estimated date for completion 30 June 2020

30/06/2019

30/6/2020

City Prosperity

P1198 Sports Facility Plan (SFP) 2016 priority capital projects -Woolgoolga Sportsground lighting

Project now complete.

30/06/2019

31/12/2019

City Prosperity

P1199 Sports Facility Plan (SFP) 2016 priority capital projects -Richardson Park Lighting

Project now complete.

30/06/2019

31/12/2019

City Prosperity

P1200 Sports Facility Plan (SFP) 2016 priority capital projects - Ayrshire Park Field Drainage

Project now complete.

30/06/2019

31/12/2019

City Prosperity

P0667 Bus Stop Upgrades - Stage 1

Stage 1 complete. Not all works completed at 30 June 2019 due to scope creep.

Unfinished works have been scoped into Stage 2. On track to complete the remaining works.

30/06/2019

30/06/2020

Strategic Asset Management

P1159 Melaleuca Bridge Woolgoolga

Works are planned to start in February 2020.

30/06/2019

30/3/2020

Strategic Asset Management

The following additional changes are proposed to the 2019/20 Operational Plan:

DESCRIPTION

COMMENT

ORIGINAL END DATE

REVISED END DATE

GROUP

P0017: Develop an integrated Library, Gallery and Museum Strategic Plan

A draft integrated Library Museum and Gallery Strategic Plan (LMG Strategy) has been developed and reported to Council in November 2019. The Draft Plan is currently on public exhibition and is planned to be reported back to Council in February/March 2020.

30/9/2019

30/6/2020

Community and Cultural Services

P0400 Undertake youth needs analysis and ongoing engagement

A draft issues and options report has been drafted for consideration by Council in 2020.

Omitted in error from 2019/20 Group Business Plan.

30/06/2021

Community and Cultural Services

P0432: Development of a Community Facilities Plan (including cultural facilities)

Hawkridge Entertainment Services commenced the Community (includes Cultural) Facilities Planning work in 2019.  Consultation with venue hirers, user groups and facility management committees and site visits to Council’s community halls and other assets have been completed.   Further consultation is underway with further interviews with other venues not owned or operated by Council and a community survey via a HaveYourSay page.

30/12/2019

30/6/2020

Community and Cultural Services

P0512: Develop an Ageing Strategy

The development of a Positive Ageing Strategy is at final draft stage completed and has been  distributed for internal consultation and review prior to consideration by Council in the first half of 2020

31/12/2019

30/9/2020

Community and Cultural Services

P0513: Develop social inclusion policy statements

Council is currently updating community profiles and information across the LGA.  The development of any proposed further policies or planning is subject to further internal review and further service planning prior to finalisation.

30/12/2019

30/6/2021

Community and Cultural Services

P0799: Undertake studies, concept designs, and preliminary budgets associated with cultural development at City Hill

A Council report that detailed the studies undertaken and recommendations from the Site Analysis was considered by Council at its Ordinary meeting of 12 December 2019. The report outlined the history of development and planning as well as providing current environmental, zoning, policy and other town planning considerations, challenges and opportunities. Council resolved to place the report on public exhibition for 75 days; it is available for viewing at the Have Your Say website.

The report outlines up to date information about land titles including the covenant, urban design consideration and makes recommendations to undertake more detailed concept/ master planning on the site based on the outcomes of the other cultural and community facility planning projects.  Timelines and any further planning will be subject to a further Council report post exhibition.

30/12/2019

30/6/2021

Community and Cultural Services

P0982: Coffs Coast Sport and Leisure Park Precinct Master Plan and Plan of Management

The project will commence in April 2020, to align with other strategic work currently underway within the Coffs Coast Sport and Leisure Park precinct.

30/6/2020

30/12/2020

City Prosperity

P1322 Regional Athletics Centre Site Selection

Addition to Operational Plan. Refer Notice of Motion NOM19/06

NA

30/6/2020

City Prosperity

P0410 Tennis Facility Strategic and Business Plans

Add to Operational Plan (originally omitted in error). This project is scheduled to commence in April 2020

NA

30/12/2020

City Prosperity

P0842 Investigate "Smart City" opportunities

Currently reported as a Project, but this is an ongoing activity. Change to a Business-as-Usual action. (proposed B1323)

NA

NA

City Prosperity

P1263 Bypass preparedness

Currently reported as a Project, but this is an ongoing activity. Change to a Business-as-Usual action. (proposed B1324)

NA

NA

City Prosperity

P1304 Centennial Oval, Woolgoolga - installation of drop-in cricket pitch

Centennial Oval, Woolgoolga - installation of drop-in cricket pitch.

30/06/2021

30/06/2020

City Prosperity

P1293 Highway bypass - Impact assessment, advocacy and stakeholder collaboration

Currently reported as a Project, but this is an ongoing activity. Change to a Business-as-Usual action. (proposed B1325)

NA

NA

Governance Services

P1294 Highway bypass - Rejuvenation of existing highway corridor – Planning.

Currently reported as a Project, but this is an ongoing activity. Change to a Business-as-Usual action (proposed B1325).

NA

NA

Sustainable Places

P0839 Arrawarra Beach Reserve Cultural Walkway

Discontinue. Reporting now encompassed by P1252 Arrawarra Reserve Cultural Meeting Place

NA

NA

Strategic Asset Management

B0862 Waste water and water treatment and water reticulation Maintenance Program

Discontinue. Reporting encompassed by B0153 Sewer distribution Infrastructure Maintenance Program.

NA

NA

Infrastructure Construction and Maintenance

 

Where these Operational Plan actions appear in the Delivery Program as Focus activities, the Delivery Program entries are to be amended to reflect the changes in the Operational Plan.

Options:

As this report is to enable compliance with a legislative requirement and the public release of an information resource for Council and the community, an options analysis is not required.

Sustainability Assessment:

•     Environment

Apart from printing and energy costs associated with compiling the report, there are no environmental impacts flowing from the preparation of the Six-Monthly Progress Report (for the period 1 July to 31 December 2019) on the Coffs Harbour City Council 2017-2021 Delivery Program (Year 3). However, the report considers Council’s progress and performance in regard to the delivery of environmental strategies for the Coffs Harbour local government area.

•     Social

Similarly, the report considers Council’s progress and performance in regard to the delivery of social strategies for the Coffs Harbour local government area. The preparation and publication of the report is consistent with Council’s commitment to accountability to the community.

•     Civic Leadership

The Integrated Planning and Reporting Framework enables Council to identify and respond to community aspirations and co-ordinate the provision of appropriate works and services to help achieve the objectives of the MyCoffs Community Strategic Plan (CSP). This is consistent with the CSP strategy D.2 We have effective use of public resources.

•     Economic – Broader Economic Implications

The report considers Council’s progress and performance in regard to the delivery of strategies aimed at stimulating the economic sustainability of the Coffs Harbour local government area.

•     Economic - Delivery Program/Operational Plan Implications

The annual development and review of the Delivery Program and Operational Plan are accommodated within Council’s budget structure. This expenditure is monitored through Council’s monthly and quarterly budget reviews.

Risk Analysis:

The preparation of a Six-Monthly Progress Report is a legislative requirement. A risk analysis is not applicable in this instance.

Consultation:

The preparation of this report involved engagement with Executive Leadership, Group Leaders and staff responsible for reportable actions across Council.

Related Policy, Precedents and / or Statutory Requirements:

Section 404 of the Local Government Act 1993 applies. In summary, it requires that:

-     A council must have a Delivery Program, detailing the principal activities it will undertake to achieve the objectives established in the Community Strategic Plan, within the resources available under the Resourcing Strategy.

-     The Delivery Program must include a method of assessment to determine the effectiveness of each principal activity detailed in the Delivery Program in achieving the objectives at which the activity is directed.

-     The General Manager must ensure that progress reports are provided to the council, with respect to the principal activities detailed in the Delivery Program, at least every 6 months.

Implementation Date / Priority:

If adopted by Council, the Six-Monthly Progress Report (for the period 1 July to 31 December 2019) on the Coffs Harbour City Council 2017-2021 Delivery Program (Year 3) will be published as soon as it is practical to do so.

Conclusion:

The Six-Monthly Progress Report (for the period 1 July to 31 December 2019) on the Coffs Harbour City Council 2017-2021 Delivery Program (Year 3) identifies specific achievements or challenges recorded during the reporting period and provides updates on Council Services, projects and key operational activities.

While it satisfies a legislative requirement, the report is a valuable resource to assist the community to understand what Council does and how effective it is in helping to achieve the objectives of the MyCoffs Community Strategic Plan.

It is recommended that Council adopt the report for public release.

 


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SC20/07       Library Museum Gallery Strategic Plan 2020-2023 (Post-Exhibition)

Author:                        Section Leader Community Programs

Authoriser:                  Director Sustainable Communities

MyCoffs:                      B.2 A community achieving its potential

Attachments:              ATT1  SC20/07   Library Museum Gallery Strategy 2020-2023

ATT2  SC20/07   Summary - Library Museum Gallery Strategy 2020-2023

ATT3  SC20/07   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

Council supports a library service comprising three branches: the Harry Bailey Memorial Library in Coffs Harbour; and smaller branch libraries in Woolgoolga and Toormina. It supports a regional art gallery, which has a national presence and reputation, and a regional museum.

Consultants were engaged to develop a strategy for these cultural services provided by Council. Significant stakeholder consultation was undertaken, along with research and consideration of other Council and regional strategies to ensure appropriate alignment.

The purpose of the strategy is to position these three services for the future, and to extend their offerings and value to all residents and visitors to the Coffs Harbour region.

The strategy guides the development of Council’s library, museum and gallery services to transition from the current level of service to an increased level of service and to meet the targets set out in the Concept Business Case for the Cultural and Civic Space project.

A long and summary version of the Draft Library, Museum and Gallery (LMG) Strategy were prepared for exhibition and comment.

Council resolved on 28 November 2019 to place the Draft LMG Strategy on public exhibition for 28 days and to receive a further report on the outcomes of the public exhibition process, which is the purpose of this report.

The Draft LMG Strategy was placed on public exhibition from 4 December 2019 to 29 January 2020, a period of 56 days, and promoted to stakeholders and the wider community using multiple communication channels. Six submissions were received of which all but one were either positive or neutral.

 

Recommendation:

That Council:

1.   Adopts the Library Museum Gallery Strategy 2020-2023 (Attachment 1).

2.   Notify Council’s decision to those that made a submission to the Library Museum Gallery Strategy 2020-2023.

3.   Note that further funding allocations would need to be considered in Council’s next Delivery Program to continue the recommended Library Museum Gallery service development.

 

Report

Description of Item:

Council supports a library service comprising three branches: the Harry Bailey Memorial Library in Coffs Harbour; and smaller branch libraries in Woolgoolga and Toormina.  It supports a regional art gallery, which has a national presence and reputation, and a regional museum.

Council has adopted Creative Coffs – Cultural Strategic Plan 2017-2022 that confirms the central role of arts and culture to the liveability, social and economic opportunities of the region and provides an approach for Council, the community and its partners to understand, support, celebrate and develop the creative and cultural life of the region.  Strategy 3.2 within the Creative Coffs plan outlines the need to support the development, preservation and promotion of Coffs Harbour cultural collections (in particular physical and online library, museum and gallery collections).  An action to meet Strategy 3.2 states to develop and update library, museum and gallery strategic plans.

The purpose of the strategy is to position these three services for the future, and to extend their offerings and value to all residents and visitors to the Coffs Harbour region.

Additional drivers for this planning were: the integration of the Library, Museum and Gallery (LMG) services in 2016; and the Cultural and Civic Space project, that reflects change and increase in level of service within a co-located central library, regional gallery and museum.

Consultants, with expertise in library and cultural planning, were engaged to develop and draft the strategy. Significant consultation was undertaken in 2018/19, along with research and consideration of other Council and regional strategies to ensure appropriate alignment.

The LMG strategy guides the development of Council’s library, museum and gallery services to transition from the current level of service to an increased level of service and to meet the targets set out in the Concept Business Case for the Cultural and Civic Space project.

The LMG Strategy 2020-2023 has the following vision and mission:

Draft Vision:

Our libraries, museum, and gallery inspire learning, sharing, creativity and inclusion, and are a cornerstone for our community’s economic, social and cultural well-being.

Draft Mission:

We bring people together:

-     by inspiring and supporting lifelong-learning, literacy, creativity and cultural expression;

-     to find, share, and create knowledge;

-     by recognising, preserving, and sharing our diverse histories and stories; and

-     by providing welcoming public spaces accessible to all.

The plan identifies that LMG cultural services support learning, creativity, culture and tourism by:

-     supporting people in transition - into retirement, into contemporary work, from one industry to another;

-     providing access to technology, wifi, study and learning spaces;

-     offering lifelong learning opportunities and resources, skills, digital inclusion and support;

-     building partnerships with Aboriginal and Torres Strait Islander communities, multicultural communities, arts and cultural organisations;

-     complementing educational institutions by providing authoritative information, knowledge and research skills, reading and literacy programs, and history and heritage resources;

-     supporting lively civic spaces, active citizenship, cultural stimulation;

-     supporting artists, writers and the creative industries; complementing cultural and arts tourism initiatives;

-     supporting the liveability of the Coffs Harbour region by nurturing cultural diversity, community engagement, and equitable access to cultural experiences.

The LMG Strategy also includes the following five focal areas for action over the next three years:

1.       Invigorate: Welcoming spaces and places; engaging programs and exhibitions; a flourishing creative community and cultural economy.

2.       Connect: Cultivating community resilience; mutually supportive partnerships; respecting Aboriginal knowledge, culture, and language; making a positive social and economic impact.

3.       Learn: Championing 21st century literacies – reading, digital, information, visual; discovering the identity of our diverse community.

4.       Collect: Building relevant information resources; prioritising youth interests, community languages, and Aboriginal histories, language, and publications; providing a safe home for museum and art collections.

5.       Remember: Preserving what is unique and irreplaceable; improving discovery platforms; supporting research.

This matter was last considered by Council at its meeting on 28 November 2020 where it resolved:

That Council:

1.   Place the Draft Library Museum Gallery (LMG) Strategy 2020-2023 on public exhibition for a period of 28 days.

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

The purpose of this report is to report on the outcomes of the public exhibition process.

The Draft LMG Strategy was placed on public exhibition from 4 December 2019 to 29 January 2020, a period of 56 days, and promoted to stakeholders and the wider community using multiple communication channels. Six submissions were received of which all but one was either positive or neutral.

Issues:

Six submissions were received during the exhibition process, of these; four were from community members and the remaining two from arts-related organisations. A summary of matters raised in these submissions is provided in the table below:

Matter raised in submission

Council response

Change made to LMG Strategy

Request for the library to increase its electronic resources. (community member)

Consistent with the Draft LMG Strategy.

No

Support for an expanded library, gallery and museum within the CBD. (community member)

Consistent with the Draft LMG Strategy.

No

Support for the development of the Cultural and Civic Space including the educational opportunities it will provide. (community member)

Consistent with the Draft LMG Strategy.

No

Does not support the Cultural and Civic Space project citing the 2019 community petition, affordability, lack of performing arts space, inclusion of Council chamber and offices and the City Hill option. (community member)

No specific comments made in relation to the library, gallery or museum services or Draft LMG strategy.

No

Supports the content and direction taken within the Draft LMG Strategy and highlighted the following areas in particular; community consultation, research undertaken, recognition for the need for improved cultural infrastructure, economic benefits - especially through cultural tourism, and enhanced services through an integrated library, museum and gallery structure. (organisation)

Consistent with the Draft LMG Strategy.

No

Supports the Draft LMG Strategy to address current insufficiencies in these three service areas and the future needs of a growing regional city; social, educational and economic benefits they bring; and support for the CBD location for these facilities. (organisation)

Consistent with the Draft LMG Strategy.

No

A full-text copy of all the submissions received is contained in the Confidential Attachment (Att. 3).

Following a review of submissions received during the exhibition period, it was assessed that no changes were required to be made to the LMG Strategy 2020-2023.

Options:

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

Option 1:    Accept the recommendation of this report and adopt the LMG Strategy 2020-2023. This option is responsive to community expectation.

Option 2:    Resolve to not endorse the recommendation to adopt the LMG Strategy 2020-2023. 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.

Option 3:    Amend the recommendation of this report.

Sustainability Assessment:

•     Environment

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

•     Social

Public libraries, museums and galleries positively impact the communities they serve by providing accessible opportunities in relation to lifelong learning, literacy development, educational support, cultural enrichment, artistic expression, heritage appreciation, social cohesion and individual wellbeing. The LMG Strategy 2020-2023 provides a planned approach for Council to continue to develop and provide these opportunities for its growing and increasingly diverse community.

•     Civic Leadership

The LMG Strategy 2020-2023 supports the following objectives within the MyCoffs Community Strategic Plan:

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

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

-     We facilitate positive ageing (A2.2)

-     We nurture mental health, wellbeing and social connection (A2.3)

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

-     We are best prepared to exploit opportunities now and in the future (B2.1)

-     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

The LMG Strategy outlines how cultural facilities provide direct and indirect benefits to the community. The economic benefit of public libraries is estimated to be $4.30 for every dollar invested. It also supports Council’s Coffs Harbour Economic Development Strategy 2017-2022 and Coffs Coast Tourism Strategic Plan 2020 through the opportunities that the LMG provide in enhancing the digital economy and through increased cultural tourism – particularly relevant for expanded gallery and museum exhibitions and programs. The LMG Strategy also supports the development of creative industries and the objectives outlined in the State Cultural Infrastructure Plan 2025+ and the State Regional Economic Development Strategy (Bellingen & Coffs Harbour LGAs).

•     Economic - Delivery Program/Operational Plan Implications

The Adopted Delivery Program and Budgets (2019/20/21) provides for the majority of funding required to implement the LMG Strategy during that period.  The budgets contain operational funding of $287,235 in 2019/20 and $577,750 in 2020/21 for additional ongoing and temporary LMG resources, as well as capital funding of $283,150 over those two years for developing and expanding library collections to meet minimum NSW public library standards. Further funding allocations would need to be considered in Council’s next Delivery Program to continue the recommended LMG service development. Any funding required in addition to the current adopted budget would be sought through future quarterly budget review process, grant programs and partnership opportunities.

Risk Analysis:

The risks associated with not having a strategy in place are disorderly or inadequate service delivery, reduced accountability, uncertainty and discord within the community and reduced capacity to secure required resources. LMG visitation/activation targets for the planned Cultural and Civic Space may not be realised without this necessary planning in place.

Consultation:

In developing the LMG Strategy, nearly 1,000 people participated in online surveys, workshops, interviews and meetings. A total of 679 responses were obtained between the two online surveys conducted in 2018. A large number of stakeholders were engaged, including local institutions, community groups, creatives, library, museum and gallery customers, staff and volunteers. Further details are provided within the draft LMG Strategy. The results of consultation undertaken in the development of the Creative Coffs Cultural Strategic Plan 2017-2022 were also taken into consideration.

The final consultation phase has been the public exhibition process on the Draft LMG Strategy. An outline of the activities undertaken to promote this to stakeholders and the wider community is provided below:

-     Council media release on 28 November 2019;

-     Advertisement in the Coffs Coast Advocate newspaper on 4 December 2019 and 22 January 2020;

-     Draft documents on display at the Council Administration, Harry Bailey Memorial Library, Toormina Library and Woolgoolga Library;

-     Social media posts during the exhibition period - Library Facebook page (2), Gallery Facebook page (3), Museum Facebook page (4), MyCoffs Connect Facebook page (4), and Council Facebook page (1); and

-     Notices within Council’s LMG e-newsletters (4 issues sent during the period).

Community members were directed to the online Have Your Say project page containing electronic copies of the Draft LMG Strategy and encouraged to make their submission using the online form provided on this page.

Related Policy, Precedents and / or Statutory Requirements:

Public library services are provided for under Part 3 of the Library Act 1939 (NSW) and Division 2 of the Library Regulation 2018 (NSW). Provision of museum and gallery services are not covered by specific legislation and so come under the umbrella of the Local Government Act 1993 (NSW).

In addition to the legislative frameworks outlined above, the following Council documents also relate:

-     Cultural Policy (2017)

-     Creative Coffs - Cultural Strategic Plan 2017-2022

-     Library Strategic Plan 2012-2016

-     Cultural and Civic Space Concept Business Case (2018)

Implementation Date / Priority:

Should Council resolve to adopt the LMG Strategy 2020-2023, implementation would commence immediately.

Conclusion:

The public exhibition process provided an opportunity for further awareness of the cultural services that Council provides and gain input from the broader community into the strategic planning for its library, museum and gallery.

Over a public exhibition period of 56 days, involving multiple communications via various channels to relevant stakeholders and the wider community, six submissions were received. All but one of these submissions were either supportive or neutral in regards to the LMG Strategy.

This report recommends that Council adopts the LMG Strategy 2020-2023.

 


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SI20/04         Amendment to Alcohol Free Areas in Woolgoolga CBD for Eat Street Events

Author:                        Works Program Co-ordinator

Authoriser:                  Director Sustainable Infrastructure

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:              Nil

 

Executive Summary

Following successful “Eat Street” events in Market Street, Woolgoolga from 2017 to 2019, the company – “Another Tasty Event” - have applied to hold four similar events during the course of 2020 and on in early 2021. The proposed dates are:

1.       Saturday 2 May 2020 from 3pm – 11pm

2.       Saturday 1 August 2020 from 3pm – 11pm

3.       Saturday 3 October 2020 from 3pm – 11pm

4.       Saturday 16 January 2021 from 3pm – 11pm

The events include mobile vendors complementing the permanent dining venues in Market Street. Vendors will be showcasing craft beer, cider and wine products.

Market Street is currently an Alcohol Free Zone (AFZ). Section 645 of the Local Government (LG) Act provides for Council, by resolution, to allow the temporary suspension of AFZs for specific periods or events.  The LG Act and Ministerial Guidelines on Alcohol Free Zones (February 2009) provide a specific procedure which must be followed in relation to suspending AFZs, and this includes a two-step requirement: to seek Council’s initial endorsement (the purpose of this report); as well as the further consideration and approval of NSW Police which will follow consequent to Council’s decision.

 

Recommendation:

That Council, in accordance with s645 Local Government Act 1993, approve the temporary suspension of the Market Street, Woolgoolga Alcohol Free Zone between Nightingale Street and Queen Street, on:

1.       Saturday 2 May 2020 from 3pm – 11pm

2.       Saturday 1 August 2020 from 3pm – 11pm

3.       Saturday 3 October 2020 from 3pm – 11pm

4.       Saturday 16 January 2021 from 3pm – 11pm

 

 

Report

Description of Item:

Temporary Suspension of Alcohol Free Zones

The “Eat Street” event was first held in September 2017 as an extension of the annual Curryfest event celebrating Woolgoolga’s unique Punjabi heritage. The event was a success, followed up with three events every year from 2018 to 2019. “Another Tasty Event” propose to hold four more similar “Eat Street” events in Market Street, Woolgoolga, during the course of this year and in January 2021.

The events are expected to have approximately 15 mobile food vendors, complementing the permanent dining venues operating in Market Street, as well as 6-8 vendors showcasing their craft beer, cider and wine products. The stallholders will be permitted to sell alcohol to patrons within the fenced event area pending suspension of the existing Alcohol Free Zone in Market Street between the hours of 3pm and 10pm. The vendors will then have until 11pm to remove their product from the street.

Section 645 of the Local Government (LG) Act provides for Council, by resolution, to allow the temporary suspension of AFZs for specific periods or events.  The LG Act and Ministerial Guidelines on Alcohol Free Zones (February 2009) provide a specific procedure which must be followed in relation to suspending AFZs, and this includes a requirement to seek Council’s endorsement as well as obtaining Police approval.

Issues:

Alcohol Free Zone Suspension

The organisers have applied for Police and Traffic Management approvals for the 2020 -  2021 events. There are no issues perceived with the temporary suspensions as they are for specific managed events in well frequented areas. AFZ suspensions such as these allow Council and the business community flexibility to stage events and festivals as part of a broader activation strategy.

Options:

1.       Adopt the recommendations: there is no history of incidents associated with this event.

2.       Modify the recommendation to limit the suspension of the AFZ – for example to reduce the number of hours. However, Council has received no complaints about previous events so this would seem unnecessary.

3.       Reject the recommendation; however, failure to allow flexibility within the Woolgoolga CBD for managed activation events, such as “Eat Street” may impact negatively on the CBD businesses and local tourism outcomes.

Sustainability Assessment:

•     Environment

No negative environmental concerns arise as a result of this recommendation.

•     Social

There are minimal social concerns associated with amending the Market Street alcohol free zone to allow “Eat Street” events to take place.  Police will be monitoring the events and have the powers to deal with any anti-social behaviour that may take place under the existing legislation. The organisers have completed a risk assessment and have applied for Police approval. Security personnel will be on patrol at the entry and exit points and will also patrol the event site. Responsible Service of Alcohol marshals will patrol the event to ensure responsible service of alcohol and conduct of alcohol.

 

The event has proven popular with locals and visitors.

•     Civic Leadership

This proposal works towards achieving the outcomes identified within the Coffs Harbour 2030 Strategic Plan and addresses the following objectives:

-     A thriving and sustainable local economy

-     A community achieving its potential

-     A vibrant and inclusive place.

•     Economic – Broader Economic Implications

Temporarily suspending the AFZ for specific events and establishing regular hospitality events provides an economic benefit for the region. The event encourages more tourists to stay in Woolgoolga, and provides entertainment for locals including promotion of Woolgoolga restaurants and other hospitality venues and local products.

•      Economic - Delivery Program/Operational Plan Implications

The cost of installing notices will be absorbed within current programs.

Risk Analysis

Temporary suspension of AFZ’s

The event organiser has completed a risk assessment and proposed a range of measures to mitigate risks. There will be security guards on patrol at entry/exit points and patrolling the event area. RSA marshals will proactively patrol the area to ensure responsible service and conduct of alcohol.

 

Alcohol will be served within the fenced area only until 10pm. Patrons will not be permitted to leave the restricted area with alcohol and will be asked to leave before 10:30pm.

Consultation:

Internal consultation has been completed.  Externally, the event organisers will liaise with the Coffs Clarence Police Local Area Command, Ambulance and local businesses.

Related Policy, Precedents and / or Statutory Requirements:

The company “Another Tasty Event” have obtained a 3-year extension on their DA (88/20DM) to allow 3 Eat Street events every year.

Alcohol Free Zones

Section 645 of the Local Government Act provides for Council, by resolution, to allow the temporary suspension of any AFZ. The Act and Ministerial Guidelines on Alcohol-Free Zones (February 2009) provide a specific procedure which must be followed in relation to suspending AFZs, and this includes a requirement to seek Council’s endorsement. 

Following adoption of the suspension of an AFZ, Council must publish a notice in a local newspaper informing the community of the suspension that will be in place: AFZ street signs must be covered immediately on commencement of the timeframe and the covers removed immediately at the end of the suspension period. The Event Organiser will be responsible for ensuring the correct signs are in place.

Implementation Date / Priority:

Notices will be posted following the Council resolution at least one week before each event. The resolution will come into effect once notices are installed.

Conclusion:

It is recommended, for Councillors’ consideration, that allowing a temporary suspension of the AFZ in Market Street Woolgoolga for “Eat Street” events will allow for enhanced opportunities for local businesses and subsequent promotion of the town.

 


SI20/05         Contract No. RFT-1142-TO - House Sewer Connection Inspection and Smoke Testing Services

Author:                        Group Leader Asset Construction and Maintenance

Authoriser:                  Director Sustainable Infrastructure

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:              ATT1  SI20/05    CONFIDENTIAL Contract No. RFT-1142-TO - Confidential Recommendation

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

 

EXECUTIVE SUMMARY

The House Sewer Connection Inflow Strategy was adopted by Council at the ordinary Council meeting, 14 February 2019. This tender, RFT-1142-TO, was released to begin implementation of this strategy and is for inspection of the sewer connections for 1,000 domestic and commercial properties within the Coffs Harbour LGA.

 

Of these properties, an unknown number will be identified as having connections which appear to be visually defective or illegal and will require further inspection, including smoke testing, to determine the compliance status of those connections.

 

Tender RFT-1142-TO seeks to identify a single contractor who be responsible for the inspection and testing services as well as traffic control services which will be required from time-to-time as part of the overall service.

 

Recommendation:

That Council considers the tender received for the House Sewer Connection Inspection and Smoke Testing Services Contract No. RFT-1142-TO and adopts the recommendation in the Confidential Attachment.

 

Report

Description of Item:

An open tender was called for House Sewer Connection Inspection and Smoke Testing services based upon:

 

1.   The anticipated value of spend not being fully known; and

2.   The ability of providers in the Coffs Harbour LGA (and surrounding LGA’s) to provide the services as specified by Council in the RFT to be provided by a single provider.

 

Advertisements were placed in the Coffs Coast Advocate and the Sydney Morning Herald as well as Council’s electronic Tenderlink portal. Tenders closed at 10.00am 16 October 2019.

 

Tender submissions were received from the following organisation:

 

1.   INTERFLOW PTY LIMTED ABN 34 000 563 208

 

Tenders were evaluated based on the following criteria:

·    Price

·    Demonstrated Work, Health and Safety, Quality and Environmental Management and Systems

·    Demonstrated understanding of scope of works and details of methodology to successfully complete works

·    Relevant experience, track record and referees.

Issues:

Some issues were identified which are addressed in the Confidential Attachment.

Options:

The options available to Council with respect to this report are:

 

1.   Recommend approval of the single source supplier; or

2.   Reject the recommendation and continue the works on an ad hoc basis as is currently done.

 

Sustainability Assessment:

•     Environment

Reduced volumes of stormwater entering the sewer system will reduce incidence of sewer surcharging into properties and overflows into the environment.

 

Reduced pumping and treatment energy usage – more efficient operation and power use.

•     Social

Reduced risk and likelihood of overflows and spills which are a social and public health risk as well as an environmental risk.

 

More efficient use of ratepayer funds through reduced pumping and treatment costs.

 

Defers need for major capital upgrade works at the wastewater treatment plants by reducing stormwater inflow

•     Civic Leadership

The tender is consistent with a range of strategies within the MyCoffs Community Strategic Plan

 

·    B1.2 We attract people to work, live and visit in the Coffs Harbour Local Government Area

·    C1.2 We undertake development that is environmentally, socially and economically responsible

 

Council illustrates strong leadership in encouraging local business participation, resulting in permanent and casual employment for Coffs Harbour residents.

•     Economic – Broader Economic Implications

The tender submission was received from a company who has previously done work for Coffs Harbour City Council, and will utilise local sub-contractors and suppliers.

 

Council has demonstrated due diligence in going out to tender and testing the market place for these services

•     Economic - Delivery Program/Operational Plan Implications

The funding for the Services is included in Council’s Delivery Program/Operational Plan.

Risk Analysis:

The methodology and documentation for this Tender was in accordance with Council’s Procurement Policy in order to ensure compliance with the relevant Acts and Regulations. Council’s exposure to ongoing commercial and legal risk is also minimised through the adoption of a Council-approved legal agreement where clearly articulated obligations are placed on both parties. Quality, safety and environmental risks will be controlled and monitored during the term of the Contract by Council’s Sewer and Water team.

Consultation:

Consultation was undertaken between Council’s relevant staff.

Related Policy, Precedents and / or Statutory Requirements:

Tendering procedures were carried out in accordance with Council’s own policy and procedures as well as meeting statutory obligations under the Local Government (General) Regulation 2005 - Part 7 Tendering Division 1 Preliminary 163 Section 55. Council's Tender Evaluation System has been applied during the tender review process.

Implementation Date / Priority:

The Contract is due to commence immediately pending approval.

Conclusion:

Council should consider the recommendation as outlined in the Confidential Attachment.

 

 


SI20/06         Coastal Works Commercial Bids

Author:                        Group Leader Asset Construction and Maintenance

Authoriser:                  Director Sustainable Infrastructure

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

Attachments:              Nil

 

Executive Summary

A response to an external agency tender by a Council commercial business unit is in essence a “binding bid” in that it binds the business unit to enter a contract for the tendered works if the business unit’s tender submission is ultimately accepted as the winning bid by the external agency.

Council’s recent adoption of a motion to require all future contracts with a value exceeding $250,000 to be reported to Council prior to execution therefore also requires any commercial bid exceeding $250,000 from any of Council’s commercial units to also be reported to Council prior to it being submitted to an external agency.

The purpose of this report therefore is to request that Council authorises the release of Commercial Bids from Council’s Coastal Works Business Unit in response to four known tender opportunities issued by external agencies.

 

Recommendation:

That Council authorises the release of the following Tender Responses from Council’s Coastal Works Commercial Business Unit:

1.   Client PWA for Essential Energy – RTF 10029521 – Tender for Blaxland Bridge repairs and replacement at Nymboida;

2.   Client Mid-Western Regional Council – RTF 2020/03 – Ulan Trunk Main construction;

3.   Client Armidale Regional Council – RFT ARC20/3671 – Tender for widening of White Bluff Section at Kempsey’s Road;

4.   Client Tamworth Regional Council – Contract No. T102/2020 – Trunk Main Renewal, Armidale Road water main.

Report

Description of Item:

The following commercial opportunities require the submission of bids from Council’s Coastal Works business unit:

Tender #

Description

Client

Approx. Tender Value

Closing Date

Comments

RFT 10029521

Blaxland Bridge repairs and replacement at Nymboida

PWA for Essential Energy

Expected contract value exceeds $250,000

13.03.2020

Bushfire damage repairs

RFT 2020/03

Ulan trunk main construction

Mid-Western Regional Council

Expected contract value exceeds $250,000

13.03.2020

Water main construction

RFT ARC 20/3671

Widening of White Bluff Section

Armidale Regional Council

Expected contract value exceeds $250,000

10.03.2020

Kempsey Road

Contract No. T102/2020

Trunk Main Renewal

Tamworth Regional Council

Expected contract value exceeds $250,000

26.03.2020

Armidale Road Water Main

 

Issues:

Ensuring the timeliness of the Coastal Works commercial bid process prior to tender closing dates.

Options:

1.   Adopt the recommendation.

2.   Forego the potential of external commercial revenue.

Sustainability Assessment:

•     Environment

There are no environmental issues arising from this report.

•     Social

There are no social issues arising from this report.

•     Civic Leadership

The recommended action is in line with Council’s resolved position and policy on commercial activities.

•     Economic – Broader Economic Implications

Council’s Long Term Financial Plan is predicated on a flow of non-rates revenue from its five commercial business units.

•     Economic - Delivery Program/Operational Plan Implications

The level of expenditure committed to in Council’s current Delivery Program is predicated on a stream of commercial revenue from Council’s commercial business units.

Risk Analysis:

Coastal Works operates a commercial risk reserve.

Consultation:

All internal stakeholders have been consulted.

Related Policy, Precedents and / or Statutory Requirements:

Coastal Works Commercial policy and practice.

Implementation Date / Priority:

Immediate upon resolution.

Conclusion:

Significant commercial revenue opportunities may be detrimentally impacted due to the inability of Coastal Works to submit commercial bids in response to opportunities tendered by external clients.

This potential risk can be mitigated in the short term by adoption of the Recommendation.

  


QON20/01    Peer Review of Council's Long Term Financial Plan and Debt Portfolio

Author:                        Director Business Services

Authoriser:                  Director Business Services

Attachments:              Nil

 

The following question on notice was received from Councillor Amos.

Question

At the meeting of August 8, 2020 council resolved to undertake a “peer review of Council’s long term financial plan and debt portfolio“ with particular reference to the impact of borrowings proposed for the Gordon St project.

 

When do Council foresee this Notice of Motion being fulfilled?

 

Will construction start on this project before this motion has been fulfilled?

 

Will the assumption of the existence of a nil Infrastructure Backlog continue to be applied?

 

Will all current and likely new costs relating to the ongoing maintaining, improving and continuation of our waste services be considered in this Long Term Financial Plan?

Response

Council resolved in part at its meeting on 22 August 2020:

 

That Council:

 

1.    Authorise the engagement of suitably qualified consultants to:

a.    Independently peer review Council’s LTFP based on known commitments, including projections as they relate to the current and projected loan portfolio

b.    Independently peer review Council’s ability to service the debt portfolio, inclusive of a proposed borrowing of $46M for the Cultural and Civic Space project, and report on Council’s overall borrowing capacity

c.    Independently peer review the compliance and governance on the architectural design tendering process to date…

 

Answers to the questions are provided as follows:

 

When do Council foresee this Notice of Motion being fulfilled?

 

Following two previous unsuccessful procurement processes for a single consulting firm to provide the above services, three firms are now being engaged.  One firm will report on items a. and b. in regard to Council’s ability to service the debt portfolio, a second firm will report on item b. in regard to Council’s overall borrowing capacity and a third firm will report on item c.  It is expected these services will be provided by March 2020 with subsequent formal reporting to Council.

 

Will construction start on this project before this motion has been fulfilled?

 

No construction of the new Cultural and Civic Space building will occur before the reporting of the results of the above resolution are provided to Council.

 

Will the assumption of the existence of a nil Infrastructure Backlog continue to be applied?

 

The Infrastructure Backlog Ratio is not used as an input into Council’s Long Term Financial Plan.  Rather information from asset management plans is used.  The Infrastructure Backlog Ratio is calculated in accordance with Council’s Asset Management Policy.  Council will further consider this matter following a consultant workshop.

 

Will all current and likely new costs relating to the ongoing maintaining, improving and continuation of our waste services be considered in this Long Term Financial Plan?

 

The current version of Council’s Long Term Financial Plan is based on known costs of providing Council’s waste services.  Waste services are funded through dedicated revenue which can be adjusted over time to reflect future costs.

 

 

 


QON20/02    Woolgoolga Dam

Author:                        Director Sustainable Infrastructure

Authoriser:                  Director Sustainable Infrastructure

Attachments:              Nil

 

The following question on notice was received from Councillor Paul Amos.

Question

Is Woolgoolga Dam currently structurally sound and safe?

Response

Council has no reason to consider that Woolgoolga Dam is not structurally sound. Council’s last 5-Yearly Dam Surveillance Report was undertaken in 2016 (submitted to DSC early 2017). No Slips, Erosion, Cracks, Sinkholes, Piping, Subsidence or Movement were noted in the report. Seepage through the dam wall was noted at ‘low’ and confirmatory piezometer seepage readings were noted as ‘consistently stable’.

The 5-Yearly Dam Surveillance Report noted that the existing spillway capacity is 12.11m3/s or 70% of the Probable Maximum Flood (PMF) volumes which could be expected to overtop the dam wall during a PMF event. The Report recommended that an additional emergency spillway be considered for installation to increase spillway capacity by a further 7m3/s. This additional emergency spillway has not yet been installed.

The 5-Yearly Dam Surveillance Report noted that ‘The outlet works from the dam comprise a 300mm diameter cement mortar lined cast iron outlet pipe connected to a trunnion. The outlet pipe passes through the base of the dam embankment and the core cut off trench. The pipe is not encased and thus poses a threat to dam safety if it were to leak due to corrosion.’ The report recommends that Council ‘consider the decommissioning of the outlet works’. The outlet works have not yet been decommissioned.

During routine operation and maintenance, trained Council staff (ie. officers who have completed the Dam Surveillance Training Course within the previous 5 years) inspect Woolgoolga Dam weekly. These weekly inspections have not identified any structural or concerning changes since the last 5-Yearly Dam Surveillance Report was completed in 2016.

As a result of high rainfall, at approximately 11pm on the 11 Feb 2020, the water level in Woolgoolga Dam rose to greater than 300mm above spillway level and triggered a ‘Protection Alert’. By 8am 12 Feb 2020 the water level in the Dam had reduced to a manageable level and the Dam’s “Protection Alert” was removed.

During the response phase to the Alert Council staff, in accordance with the Dam Safety Emergency Plan, made immediate notifications to: Director Sustainable Infrastructure CHCC, the Coffs Harbour Local Emergency Operations Centre, the NSW SES, and Dams Safety NSW. The Alert was also formally reported, in due course, to Dams Safety NSW in accordance with the Dam Safety Regulation 2019.

Notwithstanding the specifics above, all dams, no matter how well designed, constructed, operated and maintained still contain an element of residual risk. Woolgoolga Dam is a ‘declared dam’ under the Dam Safety Act and the Dam’s risk consequence categories (for both sunny day and flood) are both rated as ‘Significant’ meaning a failure of the Dam (however unlikely) retains the potential to result in significant financial cost to Council, significant environmental impacts and a probable loss of life.