Coffs Harbour City Council

17 February 2021

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 25 February 2021

 

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

 

 

AGENDA

 

1.           Opening of Ordinary Meeting

2.           Acknowledgment of Country

3.           Disclosure of Interest

4.           Apologies

5.           Leaves of Absence

6.           Mayoral Minute

7.           Confirmation of Minutes

8.           Rescission Motion

9.           Notices of Motion – General

10.        General Manager’s Reports

11.        Notices of Motion – Business Services

12.        Directorate Reports – Business Services

13.        Notices of Motion – Sustainable Communities

14.        Directorate Reports – Sustainable Communities

15.        Notices of Motion – Sustainable Infrastructure

16.        Directorate Reports – Sustainable Infrastructure

17.        Questions On Notice

18.        Matters of an Urgent Nature

19.        Consideration of Confidential Items (if any)

20.        Close of Ordinary Meeting

 

 

Steve McGrath

General Manager

 

 


Order of Business

 

 

General Manager's Reports

GM21/01         Contract No. RFT-1356-TI - Cultural and Civic Space - Design and Construction Services................................. 3

Directorate Reports - Business Services

BS21/08          Bank and Investment Balances for January 2021.... 83

BS21/09          Quarterly Operational Plan Update and Budget Review Statement for December 2020........................ 103

BS21/10          Environmental Levy Major Strategic Projects 2021/22........................................................................................ 124

BS21/11          Tender Evaluation Report - Contract RFT-1357-TO Provision of Traffic Control Services.................... 129

BS21/12          Sale of Council Property at 215A Harbour Drive, Coffs Harbour...................................................................... 132

BS21/13          Encroachment of Pool and Pool Fence on Council Road Reserve - 11 Pam Close, Coffs Harbour......... 138

Notices of Motion Sustainable Communities

NOM21/01      Sustainable Communities Directorate - Major Functions / Funding Requirements.............................. 143

Directorate Reports - Sustainable Communities

SC21/06          Planning Proposal to Reduce Minimum Lot Size - Lot 190 DP 838520, 1555 Bucca Road, Nana Glen - Version 1 Pre-Exhibition........................................................................ 144

SC21/07          Scope of Work and Costings for Park Beach Place Manual...................................................................................... 308

SC21/08          Delivery Program 2017-2022 - Six-Monthly Progress Report - 1 July to 31 December 2020............................. 313

SC21/09          Community Participation and Engagement Plan - Amendment.............................................................................. 365

Questions on Notice

QON21/02      Marine Rescue Base - Maintenance and Monitoring.............................................................................. 405


GM21/01      Contract No. RFT-1356-TI - Cultural and Civic Space - Design and Construction Services

Author:                         CCS Project Lead

Authoriser:                  General Manager

MyCoffs:                      B.2 A community achieving its potential

Attachments:               ATT1  GM21/01  CONFIDENTIAL Contract RFT-1356-TI - CCS - Design and Construction Services

Confidential in accordance with Section 10A(2)(c),(d)(iii) of the Local Government Act as it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business, and information that would, if disclosed, reveal a trade secret.

ATT2  GM21/01  CONFIDENTIAL Independent Probity Advisors Report  

ATT3  GM21/01  CONFIDENTIAL Independent Cost Manager - Altus Group Report  

ATT4  GM21/01  80% Design Development Report  

 

Executive Summary

Implementation of the Early Contractor Involvement (ECI) contract (RFT-1213-QI) for the Cultural & Civic Space (CCS) Project has reached the stage of delivering the Design & Construction (D&C) lump sum offer for the CCS Project for Council’s consideration.

 

The ECI builder, Lipman Pty Ltd, has worked with the Design Team, in accordance with the Probity Plan, to achieve the 80% detailed design milestone which has enabled the lump sum offer for Council’s consideration.  The D&C lump sum offer has been evaluated in accordance with the documented evaluation plan.

 

D&C lump sum offer assessment criteria and recommendation details are contained in the Confidential Attachment (ATT1) to this report, as is the associated report from the project’s independent Probity Advisor included as Confidential Attachment (ATT2) and the associated report from the project’s independent cost manager, Altus Group (ATT3) to this report.  The associated BVN Architecture 80% Design Development Report is also attached (ATT4) to the open report.

 

Recommendation:

That Council considers the Design and Construction lump sum offer received for Contract RFT-1356-TI Design and Construction Services for the Cultural and Civic Space Project, associated funding considerations and adopts the recommendations in the Confidential Attachment (ATT1).

 

Report

Description of Item:

The outcomes associated with contract RFT-1213-QI and the proposed contract RFT-1356-TI are part of Council’s Cultural & Civic Space (CCS) Project.

 

The Lipman Pty Ltd (Lipman) proposed design and construction services include, but are not limited to, progression of the design development from 80% to 100% and construction of the building in accordance with the design.  The D&C lump sum offer also includes authority fees to be paid by Lipman plus design and consultant fees allowed in the novation of the Head Design Consultant (HDC) and associated design consultant team to Lipman.

 

In accordance with Council’s resolution of 11 July 2019 (Resolution 2019/114) as it related to the method of procurement, the CCS Project has progressed through the first stage of the “Design & Construction with 2 Stage Early Contractor Engagement Procurement Model (2-stage D&C)”, with Lipman Pty Ltd as the ECI provider.

 

Lipman Pty Ltd (the ECI contractor) has now provided a D&C lump sum offer that complies with the evaluation criteria noted in the confidential attachment (ATT1).

 

In accordance with the adopted Delivery Program this project is to be completed and capitalised before the end of the 2022/2023 financial year.

Issues:

As part of the ECI process, Lipman have sought tenders from the construction market based on the 80% detailed design.  This process has returned tender prices for construction that in the main are in line with project estimates established prior to the detailed design process undertaken with the Early Contractor Involvement.  There are several exceptions to this as identified in the confidential attachment (ATT 1), not the least of which is the higher than expected construction market escalation caused by the increases in market escalation over the 3.0% allowance and nine months’ delay in decision making associated with Council.  The end result suggests the need for some additional budget to enable the identified project scope to be delivered for the community.

 

Through the Design Team, ECI builder and the Project Board for the CCS project substantial value management occurred with a view to achieving the CCS project being delivered within the identified budget.  Whilst value management was pursued, this was carried out in a manner that did not compromise the project brief adopted by Council to deliver the required outcomes.  The result at this point in time is that any further value management could potentially impact on the identified scope and brief, and compromise the outcomes.

 

The proposed CCS project total end cost set out in ATT1 – Confidential Report Lump Sum Offer Assessment still contains a contingency provision for the construction phase of the project. 

 

The ECI tender process has resulted in strong interest from local trade suppliers, resulting in the D&C lump sum offer including approx. 55% of the trade value being provided by local suppliers (where local supplier means that 73% of the local suppliers are within 12km of Coffs Harbour and the 27% balance within 150km).

 

Whilst early on in the COVID-19 pandemic there were some calls for Council to reconsider the progress of the CCS project, the following issues are entirely relevant:

 

·      The original business case (in essence the balancing of community needs, costs and benefits) has not been impacted and remains valid;

·      Timing of the construction work proposed through this report is ideally placed to support local and region wide recovery from the financial impacts of the COVID-19 pandemic; and

·      This project is aligned with the Federal and State Governments’ approach to COVID-19 pandemic recovery through investment in major infrastructure/construction projects that support suppliers, contractors and local economies.

 

Additional issues will be explored further in the options analysis below.

Options:

In accordance with Council’s resolution 2019/114 regarding the method of procurement for the CCS Project (Design & Construction with 2 Stage Early Contractor Engagement Procurement Model (2-stage D&C), the options available to Council are as follows:

 

1.    Accept – proceed in accordance with Council’s brief and the 80% design documentation with the lump sum offer provided by Lipman Pty Ltd as set out in ATT1 – Confidential Report Lump Sum Offer Assessment.  This option is recommended for the reasons set out in the confidential assessment (ATT1) and the benefits that have resulted from the two stage design and construct early contractor involvement procurement approach.

 

2.    Reject & Negotiate – decline the Lipman lump sum offer and resolve to negotiate, as required, with Lipman Pty Ltd in accordance with direction provided by a Council resolution.

 

Issues to consider with this option include, but are not limited to:

 

·     Lipman Pty Ltd in its role as the ECI builder participated in the detailed design process.  They have a strong understanding of Council’s scope and brief for the CCS project;

·     The ECI process has, by definition, included negotiation of the design and associated costs in the development of the Lipman Pty Ltd lump sum offer;

·     As part of the ECI process, Lipman Pty Ltd have contributed to the value management approach designed to contain the total end cost of the CCS project;

·     It is suggested that the lump sum offer contained in the confidential attachment (ATT1) reflects the project scope and brief and also the current construction market resulting from the trade package tender process conducted by Lipman Pty Ltd;

·     It is likely that negotiations to reduce the project construct price by negotiation may result in a reduction of the adopted project scope and brief, resulting in an impact on CCS project outcomes.  Should the project scope and brief be reduced, this may result in a need for detailed design review work which would in turn result in additional detailed design costs and construction market cost escalation being incurred by the project budget.

 

3.    Reject – decline the lump sum offer from Lipman Pty Ltd and proceed to tender in the open market with a view to obtaining tenders from suppliers to take the CCS project from 80% detailed design to 100% detailed design and construction of the CCS project.

 

Several risks would be associated with this approach:

 

·     The current D&C lump sum offer from Lipman Pty Ltd is underpinned with extensive local trade relationships and participation in the ECI process;

·     The lump sum offer from Lipman contains trade packages consisting of local suppliers who may be required to rework their offers (if they are approached by the potential tenderers);

·     The detailed project knowledge and input of the ECI builder is potentially lost;

·     Further delays in the process will inevitably result in further construction market cost escalation;

·     An estimate has been obtained of the additional consultant input and expenses incurred to evaluate further tender documentation to enable an open tender process in the vicinity of $200k;

·     Additional construction contingency would be required should an open market tender be pursued (refer ATT1, note on Construction Contingency);

·      There is no guarantee that a more favourable D&C lump sum offer will result from retendering.  It is likely that new bidders could be expected to price for risk beyond the current lump sum offer.

 

4.    Reject – decline the current offer and cease the CCS project.

 

The risks and outcomes associated with this option include, but are not limited to, the following:

 

·     Approximately $6m has been spent to this point in time on Schematic and Detailed Design activities;

·     Council’s delivery of services from the current Harry Bailey Memorial Library, Regional Gallery and Museum facilities will continue to not achieve the service standards and outcomes expected of these facilities for a regional city of Coffs Harbour’s size;

·     The aging facilities/buildings from which Council services are provided in some cases are approaching the end of their design life. Substantial expenditure to redevelop or rebuild these facilities (to be quantified) will be required;

·     It can be expected that costs associated with delivery of buildings/facilities in the future to enable services to be delivered at identified standards will be the subject of construction market cost escalation factors.

Sustainability Assessment:

•     Environment

The building design responds to the unique environmental conditions of the Coffs Harbour region by implementing low embodied energy construction systems and materials.  It aims to minimise energy use and harness the climate to improve the quality of spaces through passive and active solar and system design.  The wellbeing of people is equally important - the physical space shall support the health and well-being of the occupants, encourage them to thrive, and be a catalyst for them reaching both purpose and potential.  The building will target a wide range of sustainability initiatives to align with Council’s Sustainability Policy.

•     Social

A range of community and cultural benefits will flow from the CCS Building including a vibrant cultural hub, improved literacy, educational and lifelong learning, improved social and wellbeing outcomes, increased exhibition spaces and programs, increased visitor numbers and a variety of cultural facilities and spaces that don’t exist today.

 

The CCS Project Concept Business Case projected that the annual visitation (inclusive of local residents and visitors to our City) to these facilities by Year 5 post-construction to be around 412,000.

•     Civic Leadership

Civic leadership is shown through the ongoing implementation of MyCoffs Community Strategic Plan.  Council sees an opportunity to match the needs of our growing population, to demonstrate civic leadership and to add value to the City by seizing an urban renewal opportunity and creating a cultural, community, business and visitor destination.

•     Economic – Broader Economic Implications

An independent economic assessment identified a host of benefits to the CBD including a variety of financial benefits over a 30-year period totalling $57m, 31 on-going jobs and an extra $2m per annum Gross Regional Product, resulting in a positive benefit/cost ratio.

•     Economic - Delivery Program/Operational Plan Implications

As reported in further detail in ATT1 – Confidential Report Lump Sum Offer Assessment, following the detailed design to 80% stage and ECI trade pricing process it is estimated that the CCS Project total end cost will be approximately $4.75m (6.2%) over the currently established budget of $76.52m.

 

Whilst it is now expected that the project total end cost will be approximately 6.2% over the established project budget, the project is still very much deliverable within Council’s long term financial plan, noting that the expected interest borrowing rate at the present time is approximately 2.3% as opposed to the rate of 4.0% budgeted at the time of preparation of the CCS project business case in June 2018. In fact, even with some additional borrowings, the expected financing outflows will be less than that anticipated in the June 2018 business case.

 

The main contributors to the projected CCS project total end cost are some market escalation in excess of estimates including 9 month’s additional market price escalation due to costs associated with Council, compared to where the project was expected to be at this time.

Risk Analysis:

Adoption of the recommendations of this report will significantly reduce the financial risks of the project due to the builder’s contractual obligation to deliver the building in accordance with their lump sum offer (i.e. primary risk transfer to the builder).

 

The Lipman offer contained in ATT1 – Confidential Report Lump Sum Offer Assessment attached to this report is informed by Lipman’s detailed knowledge of and participation in the design development to the 80% detailed design milestone.

 

Several risk related issues are explored within the options analysis in this report.

 

A project risk register has been developed and reported to Council previously. Risks continue to be monitored and mitigated.

 

To further enable mitigation of the risks and to ensure good governance for the project, a Project Board was established.  This Board is chaired by the General Manager and has met formally on a regular basis over the last 30 months to consider Project Status Reports and review the status of the risk register.  The Project Board also undertook the role of value managing the project to ensure the outcomes deliver on the project brief and that costs are managed as far as possible.

Engagement:

Extensive community and staff engagement has been conducted at various stages of the CCS project including the concept design stage in 2017/18 and the schematic design phase 2018/19.  During the detailed design phase from February to December 2020 extensive staff engagement has occurred through a variety of working groups to ensure that Council’s needs are addressed in accordance with the project brief and additionally, targeted stakeholder consultation was undertaken to further inform the design of the building.  Throughout the process the Library and Gallery Planning Advisory Group (LGPAG) have remained engaged as the formal community advisory group.

 

At various stages of the CCS project there were many avenues for the community to be informed and provide input into the design (print and radio media, newsletters, information stands, meetings and forums, rate notice information and much more) and provide comment.

Related Policy, Precedents and / or Statutory Requirements:

The ECI builder, Lipman Pty Ltd, was engaged following the calling and acceptance of a tender carried out in accordance with Part 7 Tendering of the NSW Local Government (General) Regulations 2005.  A requirement of the tender and subsequent contract is the submission of a lump sum offer for Council’s consideration.

 

Adopted Council strategies and policies include, but are not limited to, the following:

 

·      MyCoffs Community Strategic Plan

·      The City Centre Master Plan 2031 and its desired outcomes, which are enabled in part by this project through activation of the Gordon St site and the releasing of the 2 Castle St site for future development and activation.

·      The Creative Coffs – Cultural Strategic Plan 2017 – 2022

·      Strategy for our Libraries, Museum, Gallery 2020 – 2023

·      Economic Development Strategy 2017-2022

·      Coffs Coast Tourism Strategic Plan 2020

·      Coffs Harbour Events Strategy 2020

·      Disposal of Assets Policy

Implementation Date / Priority:

The CCS project milestones table has been updated to reflect the known situation at this point in time.

 

 

Key Project Milestones

Start date

End date

1

Development application processing and approval

Jul 2019

Nov 2020

2

Detailed design (to 80% design documentation)

Feb 2020

Dec 2020

3

Demolition

Nov 2020

Dec 2020

4

Award design & construction contract (remaining 20% design documentation and construction)

Dec 2020

Feb 2021

5

Construction

Mar 2021

Sept 2022

6

Construction contingency

Sept 2022

Dec 2022

 

Conclusion:

This report provides Council with the outcomes of the detailed design process up to the 80% milestone and the lump sum offer from Lipman Pty Ltd that will enable the completion of detailed design from 80% to 100% and the construction of the CCS project.  Given the matters raised within this report including the accompanying confidential attachments, it is recommended that the most proficient way forward for Council is the adoption of the recommendations within the report.

 

 

 


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BS21/08       Bank and Investment Balances for January 2021

Author:                         Section Leader Financial Planning

Authoriser:                  Director Business Services

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

Attachments:               ATT1  BS21/08   Investment Performance Report for the Month Ended 31 January 2021  

 

Executive Summary

Council’s Bank Balances and Investments as at 31 January 2021 totalled $227,811,102.22.  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 Delivery Program and associated Operational Plans.

 

Recommendation:

That Council note the bank balances and investments totalling $227,811,102.22 (including from loans, Developer Contributions and other avenues that form the restricted accounts and are committed for future works) as at 31 January 2021.

 

Report

Description of Item:

A copy of the state of Bank Balances and Investments as at 31 January 2021 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 2021 are available in the Councillors’ Resource Centre.

Issues:

There are no issues associated with this report.

Options:

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

Sustainability Assessment:

•     Environment

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

•     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 Delivery Program and associated Operational Plans.

•     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 2021, it is noted that the total bank and investment balance was $227,811,102.22 comprising restricted and unrestricted General, Trust, Water and Sewer Funds’ 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.  Council officers have considered the risk to its portfolio in light of the COVID-19 pandemic.  Council has portfolio policy limits and risk management related strategy that provide protection against exposure to investment related risks.  Council also has maximum holding limits based on credit quality and counterparty limits and there is not considered to be a significant increase in these risks at this point in time.

 

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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BS21/09       Quarterly Operational Plan Update and Budget Review Statement for December 2020

Author:                         Finance Business Partner

Authoriser:                  Director Business Services

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

Attachments:               ATT1  BS21/09   QBRS Budget Variations for the Quarter ended Dec 2020

ATT2  BS21/09   QBRS Reports for the Quarter ended December 2020  

 

Executive Summary

Coffs Harbour City Council’s 2020/21 Operational Plan was adopted on 27 June 2020 for implementation from 1 July 2020.

 

Internal reporting for the December 2020 quarter has identified the need for a number of amendments to the 2020/21 Operational Plan.  The proposed changes relate to extensions in the forecast end dates of projects within the same financial year, adding projects that were not in the adopted 2020/21 Operational Plan and changes in the resulting measurement of metrics.

 

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 Local Government (General) Regulation 2005.  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.

 

COVID-19 has introduced an element of uncertainty into the budget review process.  Financial adjustments and policy positions continue to be developed to ensure that Council is minimising the disruption to services and supporting the local community through the public health crisis.

 

The recommendations contained within the report, if adopted, would result in a net budget deficit of $5.33M compared to the original position of $5.06M.

 


 

Recommendation:

That Council:

1.    Note the Quarterly Budget Review Statement and the following estimated budget position as at 31 December 2020:

2020/21 Original Budget

2020/21 Revised Budget

2020/21 Projected Budget

2020/21 Dec YTD Actuals

 

$‘000

$‘000

$‘000

$‘000

Recurrent Revenue

 

 

 

 

Rates & Annual Charges

100,348

100,648

100,648

102,621

User Charges & Fees

53,006

54,880

51,072

23,205

Interest & Investment Revenue

5,265

5,265

5,265

1,465

Other Revenues

9,451

9,595

9,455

3,169

Grants & Contributions provided for Operating Purposes

15,166

15,550

15,994

5,425

Total Recurrent Revenue

183,236

185,938

182,434

135,885

Recurrent Expenditure

 

Employee Benefits & Oncosts

59,887

59,905

61,274

18,583

Borrowing Costs

7,781

7,781

7,690

2,960

Materials & Contracts

177,325

201,844

189,212

49,363

Depreciation & Amortisation

47,335

47,335

47,335

22,942

Other Expenses

10,604

10,931

11,309

5,705

Less: Capitalised Expenses

(114,640)

(136,983)

(129,057)

(25,960)

Total Recurrent Expenditure

188,292

190,813

187,763

73,593

Net Operating (Deficit) / Surplus

(5,056)

(4,875)

(5,329)

62,292

Capital Revenue

 

Capital Grants, Subsidies, Contributions and Donations

53,670

57,148

55,548

13,539

Total Capital Revenue

53,670

57,148

55,548

13,539

Net Surplus

48,614

52,273

50,219

75,831

 

2.    Approve the following budget adjustments:

·     $454,980 increase in the budgeted net operating deficit;

·     $1,600,161 decrease in budgeted capital revenue to be received;

·     $7,926,334 decrease in the budgeted level of capital expenditure;

·      $441,571 funding from cash reserves

 

 

Report

Description of Item:

Under the Integrated Planning and Reporting (IP&R) guidelines of the Local Government Act, Council is required to prepare a four-year Delivery Program outlining the activities it will pursue to help achieve the objectives of the MyCoffs Community Strategic Plan.  A subsidiary of the Delivery Program is the Operational Plan, which details the actions to be undertaken in a single financial year.  They are supported by financial estimates, annual budgets and a one-year schedule of Council Fees and Charges.  The IP&R documents are informed by Council’s long-term Resourcing Strategy.

 

As part of the IP&R framework, 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.

 

To supplement the information contained within the monthly financial reports and the six monthly performance reports to Council, a dashboard which gives a snapshot of certain metrics has been developed.  An initial draft version of the dashboard has been provided for Councillors’ information through the Resource Centre and will be refined on an ongoing basis to provide further and more relevant information.

 

The Responsible Accounting Officer advises that the QBRS 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 2020 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 2020 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 2020 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 at Bank

Funding required from cash at bank.

Issues:

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

 

The 2020/21 Operational Plan Overview

The 2020/21 Operational Plan quarterly reporting has been completed and there are no changes to the Operational Plan in the October to December 2020 quarter.

 

COVID-19 Impacts and Recovery

The forecast completion dates in the adopted 2020/21 Operational Plan were derived from the March 2020 quarterly performance reporting.  At the time, Council was not fully aware of the impact COVID-19 would have on the delivery of many actions in the 2020/21 Operational Plan.

 

In December 2020 Council resolved to consider the allocation of $180,000 at the next quarterly budget review to commence implementation of the Community Resilience Program within the COVID-19 Pandemic Response and Recovery Plan.  It should be noted that this item has not been included in this QBRS due to no current funding source being identified and also taking into account the improved general economic recovery, particularly in NSW and regional areas such as Coffs Harbour.

 

The funding of this program can be further considered by Council as part of the 2021/22 Operational Plan in April/May this year.  At that time a clearer understanding of the COVID-19 pandemic recovery will be available.

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. Depending on the nature of the amendment this may impact on the structure and content of the documents and the projected overall budget position.

3.    Reject the recommendation provided to Council.  This would revert the operational plan and 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

The Operational Plan is one of the components of the Integrated Planning and Reporting Framework which enables Council to identify and respond to community aspirations and coordinates the provision of appropriate works and services to help achieve strategic objectives.  The document is informed by the MyCoffs Community Strategic Plan.

 

The COVID-19 crisis represents a time of uncertainty across the community and region.  Council continues to deliver its program of community-led priorities and support across the LGA.  Council strives to reach a balanced budget position by 30 June each year in conjunction with meeting its priorities.

•     Economic – Broader Economic Implications

The implementation of the Operational Plans is funded by the Coffs Harbour community.  As always, cost implications are balanced against the positive economic impact of maintain and enhancing Council programs and services across the LGA.

 

Council has undertaken a number of initiatives to assist the community through the COVID-19 pandemic and will continue to monitor the needs of the community and provide assistance where it is able to without a detrimental impact on essential service provision.

 

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 amendments relate to activities accommodated within Council’s budget structure.  This expenditure is monitored through Council’s monthly and quarterly budget reviews.

 

The original adopted budget for 2020/21 provided a net surplus of $48.6M and an operating deficit before capital revenue of $5.1M.  The budget adjustments recommended in this report, together with revotes and changes in the September QBRS report previously approved by Council result in a projected budget net surplus of $50.22M and an operating deficit before capital revenue of $5.3M.  There has been a deterioration in the operating result of $455k as a result of the recommendations contained within this report.

Risk Analysis:

COVID-19 has introduced an element of uncertainty into the budget review process.  Financial adjustments and policy positions are continuing to be developed to ensure that Council is minimising the disruption to services and supporting the local community through the public health crisis.

 

The preparation of an Operational Plan is a legislative requirement.  Council endeavours to ensure its accuracy as a plan of action for the financial year and as a platform for the effective and consistent reporting of Council activities. Without the proposed amendment, that accuracy would be compromised.

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:

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

 

Under the Local Government (General) Regulation 2005, the Responsible Accounting Officer is required to submit a quarterly budget review to Council.

 

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

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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BS21/10       Environmental Levy Major Strategic Projects 2021/22

Author:                         Grants Administration Officer

Authoriser:                  Director Business Services

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

Attachments:               Nil

 

Executive Summary

Council’s current Delivery Program has been extended to cover 2021/22 as the Local Government elections have been deferred for one year due to the COVID-19 pandemic.  The Environmental Levy (EL) Program is included in the current Delivery Program and this report outlines the proposed one-year extension of the current EL Program to 2021/22 for inclusion in the 2017-2022 Delivery Program.

 

The EL funding allocated for the Major Strategic Programs/Projects pool is 75% of the total EL funding pool. Based on the proposals received and the financial analysis conducted, all requests for funding can be met for 2021/22.  The remaining 25% of the total EL funding pool will support the 2021/22 EL Grants Program.

 

Recommendation:

That Council approves the following Environmental Levy Major Strategic Programs/ Projects for 2021/22:

Major Strategic Programs / Projects

Amount ($)

Environmental Levy Coordination

64,000

Improving Diversity with CHCC Bushland Reserves

229,600

Management of Key Environmental Weeds Within Council Managed Lands

114,946

Conservation & Sustainable Management of Biodiversity

131,200

Orara River Rehabilitation Project

212,000

Supporting Community Landcare Action in the Coffs Harbour LGA

234,100

Community Sustainable Living Program

109,500

North Coast Regional Botanic Garden Education Officer

21,900

Investigating pesticide and heavy metal distribution from soil, air, water and biota near expanding horticultural activities in the Coffs Harbour LGA

41,200

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

20,000

Moonee, Coffs Creek and Boambee Newports Scoping Study

20,000

Total

$1,198,446

 

Report

Description of Item:

The current EL Program was approved at the Council meeting on 28 June 2018 (Resolution No. 2018/146).  Additional Strategic Projects were added at the Council meeting on 27 February 2020 (Resolution No. 2020/38).  The one year extended program will see the approved Major Strategic Programs/Projects continue works outlined in their previously submitted project proposals in the 2021/22 financial year.  A summary of Major Strategic Programs/Projects, together with the related area(s) from the EL Policy (in brackets) and proposed funding is as follows:

 

·      Environmental Levy Coordination (EL & ELGP Coordination) - $64,000

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

 

·      Improving Diversity with CHCC Bushland Reserves (Bush Regeneration) - $229,600

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

 

·      Management of Key Environmental Weeds Within Council Managed Lands (Weeds Management) - $114,946

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

 

·      Conservation & Sustainable Management of Biodiversity (Biodiversity Strategies) - $131,200

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

 

·      Orara River Rehabilitation Project (Waterway Health Initiatives) - $212,000

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

 

·      Supporting Community Landcare Action in the Coffs Harbour LGA (Bush Regeneration, Environmental Weed Management, Coastal Initiatives, Environmental Education) - $234,100

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

 

·      Community Sustainable Living Program (Environmental Education) - $109,500

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

 

·      North Coast Regional Botanic Garden Education Officer (Environmental Education) - $21,900

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

 

·      Investigating Pesticide and Heavy Metal Distribution from Soil, Air, Water and Biota Near Expanding Horticultural Activities in the Coffs Harbour LGA (Environmental Health and Water Quality Research Initiatives) - $41,200

There is currently a lack of information on possible pesticide contamination from intensive horticulture activities discharging potentially harmful pollutants that may be released directly into the soil, water and air to which the local biota and population can be exposed.  This project will perform research on a local scale to determine if and how pesticides are distributed in specific regions, in order to increase our understanding of sources, transformations, delivery pathways and implications from the farm, community to the marine continuum, particularly for the expanding sub-tropical Australian horticulture areas including within the Coffs Harbour region.

 

·      Darkum Creek, Woolgoolga Lake, Willis Creek and Hearnes Lake Coastal Management Program (Environmental Health and Water Quality Research Initiatives) - $20,000

To update the strategic management plan for the combined estuaries in line with the new Coastal Management Act (2016).  This project will attract 50:50 grant funding through the Department of Industry and Environment Coast and Estuary program.

 

·      Moonee, Coffs Creek & Boambee Newports Scoping Study (Environmental Health and Water Quality Research Initiatives) - $20,000

The Scoping Study is stage 1 of the 5 stage CMP process and is required to set the forward direction of the remaining program.  The stage 1 Scoping Study is required for these estuaries to facilitate the development of a new CMP.

Issues:

As 2021/22 will be the final year of Council’s current Delivery Program, this will be the final year of funding under the current Major Strategic Programs / Projects proposals.  Proposals for Major Strategic Programs/Projects for the next Delivery Program, commencing 1 July 2022, will be sought around November 2021.

Options:

The following options are available to Council:

 

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

2.    Amend the allocation of funds to the EL Major Strategic Programs/Projects.  This may postpone action on the delivery of the 2021/22 projects within the broader EL Program.

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

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

•     Economic – Broader Economic Implications

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

•     Economic - Delivery Program/Operational Plan Implications

It is estimated that a total of $1,564,595 will be available for the EL Program in 2021/22.  This includes income from the 2021/22 EL (Special Rate) and a contribution from the Water Fund of $100,000 towards the Orara River rehabilitation works and Environmental Health and Water Quality Research Initiatives.

 

The funding allocations for the one year extension to Council’s Delivery Program together with the funding sources are detailed in the tables below.

 

Major Strategic Programs / Projects for 2021/22

Amount Recommended

($)

Environmental Levy Coordination

64,000

Improving Diversity with CHCC Bushland Reserves

229,600

Management of Key Environmental Weeds Within Council Managed Lands

114,946

Conservation & Sustainable Management of Biodiversity

131,200

Orara River Rehabilitation Project

212,000

Supporting Community Landcare Action in the Coffs Harbour LGA

234,100

Community Sustainable Living Program

109,500

North Coast Regional Botanic Garden Education Officer

21,900

Investigating Pesticide and Heavy Metal Distribution from Soil, Air, Water and Biota Near Expanding Horticultural Activities in the Coffs Harbour LGA

41,200

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

20,000

Moonee, Coffs Creek and Boambee Newports Scoping Study

20,000

Total

$1,198,446

 

Funding Source and Allocation

Amount ($)

Environmental Levy

1,464,595

Water Fund Contribution

100,000

Total

1,564,595

Major Strategic Programs / Projects (75% plus Water Fund contribution)

1,198,446

Environmental Levy Grants Program (25%)

366,149

Total

1,564,595

 

All Major Strategic Programs / Projects can be funded for the one-year extension to Council’s Delivery Program.

Risk Analysis:

As 2021/22 will be the final year of Council’s current Delivery Program, this will be the final year of funding under the current Major Strategic Programs / Projects proposals.

Proposals for Major Strategic Programs/Projects for the next four year Delivery Program, commencing 1 July 2022, will be sought around November 2021 with a new list of recommended funding for Major Strategic Programs/Projects to be provided to Council for approval.

Consultation:

Program/project proposals were requested by Council project managers, Coffs Harbour Regional Landcare, Southern Cross University and Orara Valley Rivercare for the 2018 to 2021 period.  This recommendation seeks to extend the current proposal period to include 2021/22.  Coffs Harbour Regional Landcare, Southern Cross University and Orara Valley Rivercare were contacted and indicated their approval to extend their current projects into 2021/22.

Related Policy, Precedents and / or Statutory Requirements:

·    EL Policy

Implementation Date / Priority:

If the recommendation in this report is adopted, the relevant project managers and organisations will be notified with funding to follow early in the 2021/22 financial year.

Conclusion:

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

 

 

 

 


BS21/11       Tender Evaluation Report - Contract RFT-1357-TO Provision of Traffic Control Services

Author:                         Strategic Contracts Administrator

Authoriser:                  Director Business Services

MyCoffs:                      B.1 A thriving and sustainable local economy

Attachments:               ATT1  BS21/11   CONFIDENTIAL Contract No. RPT-1357-TO Tender Assessment

Confidential in accordance with Section 10A(2)(d)(ii) of the Local Government Act as it contains information that would, if disclosed, confer a commercial advantage on a competitor of the council.  

 

Executive Summary

In April 2017, Council entered into a contract through Regional Procurement Initiative for the provision of Traffic Control Services on a three plus one-year term.  This contract is due to expire on 31 March 2021.

 

Regional Procurement Initiative recently conducted a tender for the same services with the aim of establishing a new supply contract for the period 1 April 2021 to 31 March 2024 with a further one-year extension option.  The tender will be awarded to a panel of suppliers for each participating Council.  In the case of Coffs Harbour City Council, its panel will be composed of seven suppliers.

 

Recommendation:

That Council considers the tenders received for the Provision of Traffic Control Services, Regional Procurement Contract No. REGPRO382021, Contract No. RPT-1357-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 Provision of Traffic Control Services Tender No. REGPRO382021 which closed on 12 January 2021.

 

Coffs Harbour City Council signed a letter of participation with Regional Procurement Initiative for inclusion in this tender.

 

Tenders were evaluated on the following criteria:

 

·   Tender price

·   Workplace Health and Safety (WH&S)

·   Referees

·   Quality Assurance

·   Physical Resources

·   Ecologically Sustainable Development

·   Local Content

 

Twelve (12) tenders in total were received from:

 

·   Ahoy Traffic Control and Labour Hire Services Pty Ltd

·   Altus Traffic Pty Ltd

·   Benson and Hans Construction Pty Ltd

·   Chambers Constructions Pty Ltd

·   Coffs Coast Traffic Solutions

·   Complete Staff Solutions Pty Ltd

·   DOB Enterprises t/as Watchout Training & Traffic Control

·   Evolution Traffic Management Pty Ltd

·   Lack Group Traffic Pty Ltd

·   Newada Pty Ltd t/as Men At Work

·   R&M Brewer Pty Ltd t/as Professional Traffic Solutions

·   Workforce Road Services Pty Ltd

Issues:

All twelve tenders were deemed to be conforming with Altus Traffic, Benson and Hans Construction, and Newada T/A Men At Work having minor non-conformances.

Options:

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

 

1.    Adopt the recommendation of a panel supply arrangement for the contract; or

2.    Reject all tenders.

Sustainability Assessment:

•     Environment

On behalf of Mid-North Coast Procurement Alliance Group of Councils, Regional Procurement Initiative has addressed major environmental issues in the form of a compulsory questionnaire in the Tender Schedules.

 

As per Regional Procurement’s tender documents, the successful tenderers must comply with the Protection of the Environment Operations Act 1997 at all times with respect to pollution from noise, air, water, land and waste sources.

•     Social

The Provision of Traffic Control Services under this contract are used extensively in the successful and safe delivery of civil works and other projects, and as such is a critical infrastructure resource 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 illustrates leadership in encouraging local business participation, resulting in permanent and casual employment for Coffs Harbour residents.

•     Economic – Broader Economic Implications

There are no broader economic implications with the awarding of this tender.

•     Economic - Delivery Program/Operational Plan Implications

All orders for the Provision of Traffic Control Services will be based on operational 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 staff in the engagement of the applicable approved suppliers throughout the term of the contract.

Consultation:

Internal consultation was undertaken with relevant Council staff to discuss this Regional Procurement Initiative 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 in accordance with Council policy.

 

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

 

The tender falls outside of the General Manager’s delegation to accept tenders as it is likely the expenditure over the contract term will exceed $1,500,000 and it extends beyond the term of the current Council.

Implementation Date / Priority:

The advertised contract is for an initial period of three years with an additional one-year option.

Conclusion:

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

 

 


BS21/12       Sale of Council Property at 215A Harbour Drive, Coffs Harbour

Author:                         Team Leader Property Development

Authoriser:                  Director Business Services

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

Attachments:               ATT1  BS21/12   Location of Property at 215A Harbour Drive, Coffs Harbour

ATT2  BS21/12   CONFIDENTIAL Valuation Report 215A Harbour Drive, Coffs Harbour

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

ATT3  BS21/12   CONFIDENTIAL Letter from the Proposed Purchaser   

 

Executive Summary

Council resolved on 14 May 2020 and again on 13 August 2020 to sell the property at 215A Harbour Drive, Coffs Harbour, currently used for the Coffs Harbour Museum.  The sale is part of the funding model for the proposed Cultural and Civic Space Project in Gordon Street, Coffs Harbour.

 

The property has been held by Council since October 2010 when it was purchased and the property has since operated as a museum.  The property is known as Lot 101 DP 1041655 and has a site area of some 1,731 square metres.  The lettable area of the main building is approximately 251 square metres.  The property is listed as an item of significant Local Heritage under the provisions of Coffs Harbour LEP 2013.

 

Council considered an offer for the sale of the property of $950,000 excluding GST at its meeting of 8 October 2020 but resolved at the time not to accept the offer.  Council has now received an increased offer of $1,000,000 excluding GST for the purchase of the property which is in line with a recent independent valuation that was commissioned by Council.  The offered price is considered fair and reasonable and in line with current market conditions.  The property has been extensively exposed to the market and no higher offers have been received.  It is recommended that Council accept the offer.

 

Coffs Harbour Council as part of the sale will continue to occupy the property and will enter into a 3-year lease with 3 x 1 year options for continuing tenure from the date of transfer initially at a rental of $60,500 per annum net.

 

Recommendation:

That Council:

1.    Approve the sale of Lot 101 DP1041655, 215A Harbour Drive, Coffs Harbour at the agreed price of $1,000,000 exclusive of GST.

2.    Note that each party will pay their own conveyancing costs in relation to the matter.

3.    Execute all documents necessary to facilitate the sale and under the common seal of Council if required.

 

Report

Description of Item:

Council resolved on 14 May 2020 to sell the property known as the Coffs Harbour Museum at 215A Harbour Drive, Coffs Harbour.  The resolution was as follows:

 

That Council:

 

1.       Decline to accept the amounts tendered via the expression of Interest process for the sale of Council properties that concluded on 9 April 2020, being a.  Property (a) Administration Building, 2 Castle St, Coffs Harbour (Lot 2 DP 566885, Lot 1 DP 566855, Lot 8 Sec 6 DP 758258), b. Property (b) Rigby House, 27-29 Duke Street Coffs Harbour (Lot 110 Sec DP 777398), c. Property (c) Museum, 215A Harbour Drive, Coffs Harbour (Lot 101 Sec DP 1041655).

 

2.       Place a temporary pause on the inclusion of Property (a) Administration Building and Property (b) Rigby House from any Expression of Interest for sale process.

 

3.       Authorise the General Manager to engage in negotiations with prospective buyers via the commercial real estate agent engaged by Council under the current agency agreement with a view to achieving a reasonable offer in line with market value for Property (c) above (Museum Building) and Property (d) 169-171 Rose Ave, Coffs Harbour (Lot 100 Sec DP 861850).

 

4.       Note that a report will be brought back to Council in regard to property sale negotiations.

 

5.       Request a report detailing alternative funding options for the Cultural and Civic Space Project for the funding component relating to property asset sales.

 

6.       Receive a report detailing the financial implications of the removal of the proposed functions of Council staff offices and associated working spaces within the Cultural and Civic Space, (other than Library, Gallery and Museum staff) and exploring opportunities for alternative uses for the space including community and/or commercial uses.

 

Council further resolved on 13 August 2020 as follows:

 

That Council:

1.      Authorise the General Manager to engage in negotiations with prospective buyers via the commercial real estate agent engaged by Council under the current agency agreement with a view to achieving a reasonable offer in line with market value for Property (c) above (Museum Building) and Property (d) 169-171 Rose Ave, Coffs Harbour (Lot 100 Sec DP 861850).

 

2.      Note that a report will be brought back to Council in regard to property sale negotiations.

 

In line with point 3 of the Council resolution of 14 May 2020 and point 1 of the Council resolution of 13 August 2020, negotiations continued via the commercial real estate agents engaged by Council.  These continuing negotiations led to an offer of $950,000 excluding GST which was reported to Council on 8 October 2020.  At that time Council resolved not to accept the offer.

 

Subsequent to the above, Council has received an increased offer of $1,000,000 exclusive of GST, which is now referred back to Council for consideration in line with point 4 of Council’s 14 May 2020 resolution and point 2 of Council’s resolution of 13 August 2020.

 

The sale of this property is part of the funding model for the Cultural and Civic Space Project in Gordon Street, Coffs Harbour.

 

The property at 215A Harbour Drive has been held by Council since October 2010 when it was purchased and has since been operated as a museum.  The property is known as Lot 101 DP 1041655 and has a site area of some 1,731 square metres.  The lettable area of the building is approximately 251 square metres and it is located on the corner of Harbour Drive and North Street a short distance to the east of the Coffs Harbour CBD.  Attachment 1 to this report shows the location of the property.

 

The property is listed as an item of Significant Local Heritage under the provisions of Coffs Harbour LEP 2013.

 

Confidential Attachment 2 to this report is a letter from the proposed purchaser to the Council providing further detail on the proposed future use of the property.

Issues:

In relation to the sale of the property the main issue to resolve is the decision to proceed with the sale.  The offer made for the purchase of the property is considered fair and reasonable and in line with current market conditions and is also in line with a recent independent valuation obtained by Council and dated 9 June 2020 (Confidential Attachment 2).  Residential property market conditions have remained strong in recent months.

 

The former police station and court house is endorsed as having local heritage significance with the following Statement of Significance:

 

The former courthouse and police station on Harbour Drive is of high local significance in demonstrating the growth of Coffs Harbour and the administration of law and justice in the early years of the twentieth century. It is one of several early police buildings in Coffs Harbour and surrounding districts, which correspond to the provision of police and courtroom facilities. It is a very good representative and intact example of the work of Walter Liberty Vernon as NSW Government architect.

 

It is of high local significance as a high-quality, all-timber public building in a simplified Arts and Crafts style. Built in stages over several decades according to changes in policing and changes of use, the building retains its original 1906 co-joined form with later sensitively done additions. While simple in design and construction, the building is an elegant example of a country police station and courthouse, prominently located and displaying high-quality internal and external joinery and details. Later changes by the NSW Govt Architects office to alter and enlarge the building are in a similar, well-considered style. The current site retains a portion of its original surrounding land, which continues to form a garden setting for the building.

 

The building is situated on a rise overlooking Harbour Drive which is one of the city’s main thoroughfares. It lies opposite Coffs Harbour Primary School, one of the earliest in the area. It is highly visible in both directions along Harbour Drive and is a very well-known historic building, making it a local landmark.

 

The building is listed in Schedule 5 Environmental heritage, Part 1 Heritage items in the Coffs Harbour Local Environmental Plan 2013 (Item no. I15). This listing provides an additional layer to the merit based assessment for a development application that impacts the building’s heritage significance and the development application would be subject to Council’s development assessment processes, taking the building’s heritage significance into consideration.

 

Also, a Conservation Management Strategy is attached to the property, through a previous development application (0061/13 DA), and remains applicable regardless of the ownership of the property.

Options:

Council has the following options available to it:

 

1.    Accept the offer and proceed with the sale and disposal of the asset.

2.    Reject the offer and continue negotiations to try and seek a higher offer.

3.    Reject the sale of the property, resolve to remove the property from sale and maintain it as a Council asset and consider alternative funding options for the Civic and Cultural Space project.

Sustainability Assessment:

•     Environment

The property comprises an existing building and associated facilities.  There is no further development proposed as a result of this report.  The transfer will have no environmental impacts as this is a change of ownership only.

•     Social

The sale of the asset will mean a loss of ownership by the community and Council of a prominent and historical building that has significant links to Coffs Harbour’s past.  The Property is listed as an item of Significant Local Heritage under the Coffs Harbour LEP 2013 and thus has the protection of this strategic document to ensure this Local Heritage is recognised in future uses.  The sale will also assist in funding a much needed upgrade to the cultural facilities, including the Museum, for a growing City.

•     Civic Leadership

The sale of the property is proposed because it will assist with the funding of the new Cultural and Civic Space building in Gordon Street which will promote and extend Council facilities and services to the community.

•     Economic – Broader Economic Implications

There will be minimal impact as a result of the transfer.

•     Economic - Delivery Program/Operational Plan Implications

There are no major Delivery Program/Operational Plan implications from maintaining Council’s current position on the funding model for the sale of this property.  The sale proceeds and rentals have been included in Council’s updated Long Term Financial Plan for the Cultural and Civic Space Project.

Risk Analysis:

The risk in relation to this matter is considered low to medium.  The purchaser could change their mind at any point prior to exchange of contracts and if this occurred the sale would not proceed.

Consultation:

All internal stakeholders have been consulted and no issues have been raised that would suggest the sale could not proceed.

Related Policy, Precedents and / or Statutory Requirements:

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

 

The land to be transferred is classified as Operational Land.  Operational Land can be disposed of by Council via sale or transfer and is not bound by the restrictions imposed by Section 45 of the Local Government Act 1993.

Implementation Date / Priority:

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

Conclusion:

This report is brought back to Council as required by previous Council resolutions for further consideration of the highest offer that has been received for the property at 251A Harbour Drive, Coffs Harbour.  The offer is a result of further negotiations conducted by Burgess Rawson who are the commercial property real estate agents engaged by Council to sell the property.  The price offered of $1,000,000 excluding GST is considered fair and reasonable and in line with current property market conditions.  The offer is also in line with the value assessed by property group Savills Pty Ltd who provided a recent independent valuation of the property on Council’s behalf.

 

 


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BS21/13       Encroachment of Pool and Pool Fence on Council Road Reserve - 11 Pam Close, Coffs Harbour

Author:                         Team Leader Property Development

Authoriser:                  Director Business Services

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

Attachments:               ATT1  BS21/13   Survey Plan Showing Pool and Pool Fence Encroachments

ATT2  BS21/13   Aerial Imagery - 11 Pam Close, Coffs Harbour  

 

Executive Summary

The owners of 11 Pam Close at Coffs Harbour purchased the property in 2018 with the understanding that the property’s pool and pool fence have a minor encroachment on the adjoining road reserve known as Lyle Campbell Street.  The pool (although not in the encroaching position) was approved by Council under 015/99DA on 31 August 1998 and Council have also issued a swimming pool Compliance Certificate on 16 February 2018.

 

More recently the owners have applied for a Building Information Certificate (0000/21BC).  A requirement of this application process is the need for the encroaching pool and pool fencing to be regulated by way of a Deed which indemnifies Council and protects its interests.  Council’s position once the deed is executed is to be further protected by a Caveat registered on the Title of the property ensuring that future owners will also be bound by the Deed.

 

Upon these matters being finalised Council will be in a position to complete and issue the Building Information Certificate.

 

Recommendation:

That Council:

1.    Execute a Deed which indemnifies Council and authorises the pool and pool fence encroachments onto the adjoining road reserve at 11 Pam Close, Coffs Harbour.

2.    Register a caveat on the Title of 11 Pam Close, Coffs Harbour that ensures Council’s interests under the Deed are protected in relation to future owners of the property.

3.    Note that all costs associated with this matter are the responsibility of the owners of 11 Pam Close, Coffs Harbour.

 

Report

Description of Item:

The owners of 11 Pam Close at Coffs Harbour purchased the property in 2018 with the understanding that the property’s pool and pool fence have a minor encroachment on the adjoining road reserve known as Lyle Campbell Street.  The pool was approved by Council under 015/99DA on 31 August 1998 (although not in the encroaching position) and Council have also issued a swimming pool Compliance Certificate on 16 February 2018.

 

The plan attached to this report is a survey completed by Steve Russell Surveying and shows in yellow highlight the pool fence encroaching onto the Lyle Campbell Street road reserve by 1.03 metres at its greatest point and the pool concreting extending up to 0.98 metres into the road reserve.

 

Recently the owners have applied for a Building Information Certificate (0000/21BC).  The application process requires the pool and pool fencing to be regulated by acknowledging the encroachments by way of a Deed which indemnifies Council and protects its interests and authorises the encroaching structures.  Councils position once the deed is executed is to be further protected by a Caveat registered on the Title of the property ensuring that future owners will also be bound by the Deed.

 

Upon these matters being completed Council will be in a position to complete and issue the Building Information Certificate.

Issues:

There are no works required and no significant issues as a result of the legal process.  The encroachment is minor and does not impact on the use of the road or the nature reserve area associated with the street.

Options:

Council can:

 

1.    Authorise the works via the Deed and caveat as suggested.

2.    Not authorise the works which would not allow the Building Information Certificate to be issued.

Sustainability Assessment:

•     Environment

There are no environmental issues.

•     Social

There are no social issues.

•     Civic Leadership

Council needs to resolve the current situation.  By not taking action the matter will be left in limbo and will leave all parties without a clear position.

•     Economic – Broader Economic Implications

There are no broader economic implications.

•     Economic - Delivery Program/Operational Plan Implications

There are no implications to the delivery or operational plan as all costs are to be meet by the property owners.

Risk Analysis:

There are no risks to Council in processing the Deed and registering the caveat.  The implementation of the recommendation will actually reduce any risks to Council.

Consultation:

The Asset Section of Council has been consulted in regard to the road reserve and the impacts of the encroachment and have raised no objection to the proposal as detailed in this report.  There is a water main and a bitumen road with kerb and guttering in this locality but all are outside the area impacted by the encroachments.  Should Council require the road reserve (Nature strip) for public purposes at a future date the Deed will allow this to occur.

Related Policy, Precedents and / or Statutory Requirements:

Council have in the past entered into Deeds for similar encroachments.

 

The registration of the Caveat on the Title of the property to protect Council in the event of any future transfer of ownership requires the formal consent of Council under Section 377(1)(h) of the Local Government Act 1993.

Implementation Date / Priority:

The matter will be actioned immediately upon Council’s resolution by executing the appropriate legal documentation.

Conclusion:

Council consented to development approval of the pool at 11 Pam Close, Coffs Harbour in 1998 (although not in the encroaching position) and have also issued a recent swimming pool compliance certificate.  There would appear to be no major issues associated with the encroaching areas onto the road reserve and regulating the structures with the appropriate indemnities in place protecting Council would be a sensible outcome and allow a Building Information Certificate to be processed and issued for the property.

 

 

 

 


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NOM21/01    Sustainable Communities Directorate - Major Functions / Funding Requirements

Attachments:          Nil

 

Motion:

Councillor Amos has given notice of his intention to move the following:

"1.     Could the Directorate of Sustainable Communities provide a report outlining the major functions and funding requirements of that directorate and how satisfactorily those requirements are being met when compared to previous years in this term of council?

2.    Could the directorate also identify an aspirational list of the Sustainable Communities directorate related programs, planning and initiatives that may be implemented if the directorate was to receive a meaningful increase in funding priority?"

 

Rationale:

“Presently Council are making substantial financial commitments to many large infrastructure projects. These financial commitments come with an opportunity cost. It is important that “soft infrastructure “ components, that are core to the community wellbeing, receive appropriate priority and are not diminished.

We need to monitor if the expected service levels in this area are maintained and there is capacity to grow, improve and innovate.”

Staff Comment:

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 strategic objectives of the MyCoffs Community Strategic Plan.

Accordingly, the annual development and review of the Delivery Program and Operational Plan is the appropriate reporting mechanism to confirm the priorities of Council and supporting funding allocations. In this regard, the questions raised in the Notice of Motion can be considered through the Draft Delivery Program 2017-2022 and Draft Operational Plan 2021/22 which will be reported to Council in April/May 2021 in a manner that examines the demands across the organisation. To examine the demands and needs of one part of the organisation, in isolation of other service areas that are subject to community demands and needs, may result in unintended consequences for other service areas.

 


SC21/06       Planning Proposal to Reduce Minimum Lot Size - Lot 190 DP 838520, 1555 Bucca Road, Nana Glen - Version 1 Pre-Exhibition

Author:                         Planner / Urban Designer

Authoriser:                  Director Sustainable Communities

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:               ATT1  SC21/06   Planning Proposal - Reduce Minimum Lot Size - Lot 190 DP  838520 Nana Glen - Version 1 Pre Exhibition  

 

Executive Summary

A proponent-led application has been received by Council to amend Coffs Harbour Local Environmental Plan (LEP) 2013 for Lot 190 DP 838520, 1555 Bucca Road, Nana Glen to facilitate the subdivision of the land for large lot residential purposes. The purpose of this report is to seek Council’s endorsement to initiate a planning proposal (Attachment 1) to amend Coffs Harbour LEP 2013 to reduce the minimum lot size for the subject land from two hectares to one hectare.

 

Recommendation:

That Council:

1.      Endorse and forward a planning proposal (Attachment 1) to reduce the minimum lot size for Lot 190 DP 838520, 1555 Bucca Road, Nana Glen to the NSW Department of Planning, Industry and Environment seeking a Gateway Determination.

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

3.      Resolve to publicly exhibit the planning proposal and undertake government agency consultation based on the Gateway Determination issued by the NSW Department of Planning, Industry and Environment.

4.      Note that a further report will be brought back to Council for consideration following public exhibition of the planning proposal.

5.      Inform the landowners of the subject land and their consultant of Council’s decision.

 

Report

Description of Item:

A proponent-led application has been received by Council to amend Coffs Harbour LEP 2013 to reduce the minimum lot size for 1555 Bucca Road, Nana Glen from two hectares to one hectare to facilitate subdivision of the land for large lot residential purposes. The subject land has a total area of 2.4 hectares and is contained within Zone R5 Large Lot Residential under Coffs Harbour LEP 2013. The proposed amendment would enable subdivision of the land into two large lot residential allotments.

The application has merit as it accords with Council’s Local Growth Management Strategy 2020 and the land is relatively unconstrained. In this regard, a planning proposal has been prepared in accordance with Section 3.33 of the Environmental Planning and Assessment Act 1979 (‘The Act’) to initiate an amendment to Coffs Harbour LEP 2013 (Attachment 1).

·        The Subject Land:

The application to amend Coffs Harbour LEP 2013 affects land at 1555 Bucca Road (Lot 190 DP 838520), Nana Glen (Figure 1). 

Figure 1 – Subject Land

The subject land is located on the south-eastern extent of Nana Glen. The 2.4 hectare site slopes gently from east to the west and currently contains a dwelling. Land within Zone R5 Large Lot Residential is located adjacent to the east, south and west of the land. The Nana Glen village is located to the north-west of the subject land. The land use zones of the subject land and surrounding land are shown in Figure 2.

Figure 2: Land Use Zones – Coffs Harbour LEP 2013

·        Minimum Lot Size

A minimum lot size of two hectares currently applies to the subject land. The application to amend Coffs Harbour LEP 2013 proposes to reduce the minimum lot size to one hectare. Existing and proposed minimum lot size provisions are shown in Figures 3 and 4.

Figure 3 – Existing Minimum Lot Size

Figure 4 – Proposed Minimum Lot Size

Issues:

·        Minimum Lot Size

A range of minimum lot sizes currently apply to land within Zone R5 Large Lot Residential under Coffs Harbour LEP 2013, reflecting historic planning controls and site specific land constraints (impacting on-site sewerage management). Historically, minimum lot size provisions were reflected in Council’s development control plans and were able to be varied based on merit. Minimum lot size provisions are now a development standard within Coffs Harbour LEP 2013, with the introduction of the Standard Instrument LEP across NSW.

Minimum lot size provisions for land within Zone R5 Large Lot Residential in Nana Glen are generally two hectares, reflecting various constraints such as flooding. A two hectare minimum lot size was applied to the subject land at the time Zone R5 Large Lot Residential was applied to the land under Coffs Harbour LEP 2013 due to the land being identified as being flood prone by Council’s adopted flood modelling. Council has since revised its adopted 1:100 year flood level in this location and the site is no longer identified as being flood prone.

The Wastewater Capability Assessment included with the application to amend Coffs Harbour LEP 2013 (Appendix 5 of Attachment 1) demonstrates that one hectare lots on the subject land can be adequately serviced by onsite sewerage management systems in accordance with Council’s On Site Sewage Management Strategy 2015.

·        Local Growth Management Strategy 2020

Chapter 5 – Large Lot Residential Lands of the Coffs Harbour Local Growth Management Strategy 2020 addresses minimum lot size within Zone R5 Large Lot Residential and notes that a reduced minimum lot size may be supported where sufficiently justified. Section 6.7 within Chapter 5 – Large Lot Residential Lands states the following:

‘It is also reasonable that if undeveloped land within Zone R5 can justify a reduced lot size, then it should be considered through an applicant-initiated planning proposal. This would allow a merit case for a revised minimum lot size LEP amendment request to be submitted to Council, bearing in mind the underlying reasons for the standard in the first place and the objectives of Zone R5.’

It is considered that the planning proposal (Attachment 1) has sufficiently justified a reduced minimum lot size for subject land. The resulting outcome would facilitate large lot residential development on the land that is in keeping within the objectives of Zone R5 Large Lot Residential under Coffs Harbour LEP 2013.

Options:

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

1.   Resolve to adopt the recommendations of this report.

2.   Resolve to undertake an alternative approach.

Option 1 is recommended as the suitable course of action.

Sustainability Assessment:

•     Environment

Environmental sustainability issues are summarised in the planning proposal (Attachment 1). Environmental sustainability issues are also required to be addressed as part of any future development application should the planning proposal be initiated.

•     Social

Social sustainability issues are addressed in the planning proposal (Attachment 1). The provision of additional feasible large lot residential land will result in positive social impacts within the Coffs Harbour Local Government Area. The addition of one lot is not considered to place unreasonable demands on existing social services in the immediate area.

•     Civic Leadership

The planning proposal accords with relevant objectives and associated strategies of the MyCoffs (Community Strategic) Plan, including C1.1 We create liveable places that are beautiful and appealing; and C1.2 We undertake development that is environmentally, socially and economically responsible.

•     Economic – Broader Economic Implications

In terms of capital investment, additional land for large lot residential purposes has the potential to generate additional income and employment for the local economy.

•     Economic - Delivery Program/Operational Plan Implications

The proposed amendment to Coffs Harbour LEP 2013 is a proponent-led application and therefore Council’s adopted fees and charges apply. In this regard, there are no implications for Council’s Delivery Program or Operational Plan as this process is funded by the applicant.

Risk Analysis:

The planning proposal (Attachment 1) addresses the constraints that affect the land, sufficient to allow Council to support the application and initiate the planning proposal to the next stage (Gateway Determination). The planning proposal demonstrates that the constraints affecting the land can be managed effectively, therefore minimising associated risks.

Consultation:

Should Council resolve to initiate the planning proposal and a Gateway Determination is subsequently issued by NSW Department of Planning, Industry and Environment, the proposal is required to be exhibited in accordance with the Gateway Determination and relevant provisions of the Act. Consultation with government agencies and other stakeholders may also be required if specified within the Gateway Determination. Consultation will be undertaken in accordance with Council’s Community Participation and Engagement Plan 2019, as follows:

Project Stage

Inform

Consult

Involve

Collaborate

Pre-lodgement Discussions

x

x

x

 

Initiate Planning Proposal

x

x

 

 

Public Exhibition

x

x

 

 

Post Exhibition Report to Council

x

x

 

 

Post Endorsement Notification

x

 

 

 

Place Score:

In early 2019, Council undertook extensive community consultation using the Place Score place-making tool. This ‘place experience’ measurement tool enabled residents and visitors within the Coffs Harbour Local Government Area to share what they most value in their neighbourhood and then to rate how their neighbourhood is performing against such values. The 2019 Place Score report was presented to Council on 11 April 2019.

Nana Glen received a Place Score of 61, which is below the NSW average of 72 for liveability. The liveability improvement priorities identified by the Nana Glen community include: protection of the natural environment; general condition of public open space; spaces suitable for specific activities or special interests; as well as landscaping and natural elements. The proposed amendment to Coffs Harbour LEP 2013 will provide additional housing opportunities, while protecting key attributes of the natural and built environment.

Related Policy, Precedents and / or Statutory Requirements:

This planning proposal has been prepared in accordance with the Environmental Planning and Assessment Act 1979 and Regulation 2000. A number of other relevant policies and statutory documents have been considered in the preparation of the planning proposal.

Implementation Date / Priority:

Should Council resolve to initiate the planning proposal, it will be immediately forwarded to NSW Department of Planning, Industry and Environment, requesting a Gateway Determination. The timeframe for the completion of this planning proposal is governed by the Act and thus is determined by NSW Department of Planning, Industry and Environment.

Conclusion:

The purpose of this report is to seek Council’s endorsement to initiate a planning proposal (Attachment 1) to amend Coffs Harbour LEP 2013 to reduce the minimum lot size for 1555 Bucca Road, Nana Glen.

The proposed amendment to Coffs Harbour LEP 2013 accords with the North Coast Regional Plan 2036 and Council’s Local Growth Management Strategy 2020. Sufficient planning merit for the amendment to Coffs Harbour LEP 2013 is provided within the planning proposal (Attachment 1).

 


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SC21/07       Scope of Work and Costings for Park Beach Place Manual

Author:                         Section Leader Local Planning

Authoriser:                  Director Sustainable Communities

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:               Nil

 

Executive Summary

At Council’s Ordinary meeting of 8 October 2020, it was resolved that Council staff prepare a report on a scope of work and associated costings for a Place Manual for Park Beach consistent with Action 3.3 of Council's Local Strategic Planning Statement.

This report provides background information generally in relation to Place Manuals and Local Character Statements for the whole of the Local Government Area (LGA), and suggests a program for their delivery across the LGA in accordance with priorities outlined in Council’s adopted growth strategies. It provides specific information relative to scope of work and associated costings for a Park Beach Place Manual.

 

Recommendation:

That Council:

1.      Note the use of a Place Manual and Local Character Program to potentially fund the ongoing development of Place Manuals and Local Character Statements for the Coffs Harbour LGA.

2.      Prioritise Park Beach as the first Place Manual to be delivered by the Place Manual and Local Character Program and consider funding allocation of $260,000 within the 2021/22 Council budget.

 

Report

Description of Item:

At Council’s Ordinary meeting of 8 October 2020, it was resolved:

That Council staff prepare a report on a scope of work and associated costings for a place manual for Park Beach consistent with Action 3.3 of Council's Local Strategic Planning Statement.

This report provides background information generally in relation to Place Manuals and Local Character Statements and suggests setting up a program for their delivery across the LGA in accordance with Council’s adopted growth strategies. It also provides specific information relative to Park Beach.

Council adopted both its Local Strategic Planning Statement and Local Growth Management Strategy during 2020, and all chapters of the growth strategy have been approved or conditionally approved for use by NSW Department of Planning, Industry and Environment (DPIE). Preparation of Place Manuals and Local Character Statements are included within the actions of these strategies.

Issues:

NSW Government Local Character and Place Guidelines

The NSW Government has prepared the Local Character and Place Guideline 2019 to guide the development of local character and place and have prepared a draft character overlay which can be inserted into local environmental plans to introduce and protect local character of a place. Whilst this approach is still being developed by the NSW Government and the details are yet to be finalised, it sets up a basic framework as to how the concept of local character and place guidelines can be developed in NSW and built into local planning controls by Councils. The draft Coffs Harbour Regional City Action Plan 2020 also recommends Local Character Statements be prepared for the Coffs Harbour City Centre, the Jetty Core and Park Beach, which aligns with the Local Character and Place Guideline 2019.

Planning for Great Places

Coffs Harbour City Council adopted a Precinct-Place Planning Strategy on 26 September 2014, which focused on creating great places that are vibrant and that boast a strong sense of community ownership and place attachment for users. Extensive community engagement activities facilitated by Council between 2016 and 2020 for various projects have confirmed that the community desires the development of people-friendly environments; public spaces activated through good planning and design; and neighbourhoods that are designed and maintained to meet the needs of the people who live there.

Staff have been consistently building the concept of place character into strategic projects since that time. To this end, the Coffs Harbour Local Growth Management Plan 2020 and Local Strategic Planning Statement 2020 each contain a 20-year vision and actions relevant to development of local character and place around the LGA via a ‘place-making model’.

This place-making model promotes the development of Place Manuals (which can be described as visioning masterplans which guide growth and change in a specific precinct in line with the community’s aspirations) and Local Character Statements (which can be described as a short statement to describe an area’s existing unique local character and the local community’s preferences as to how this area could change while retaining its unique character). Whilst both types of documents involve significant consultation with the local community, it is envisaged that a Place Manual constitutes a larger body of work and will generally apply to defined localities where more comprehensive planning is required to accommodate or manage growth and change. Place Manuals will also contain a Local Character Statement as part of their vision statement, to assist with building local character into statutory local planning controls. It should be noted that both the Coffs Harbour City Centre Masterplan and the Woolgoolga Town Centre Masterplan effectively constitute Place Manuals for their respective localities.

Place Manual and Local Character Program

In order to deliver on priorities outlined within Council’s adopted Local Growth Management Strategy 2020 and Local Strategic Planning Statement 2020, it is proposed Council consider funding an ongoing program that provides an annual budget allocation for the development of Place Manuals and Local Character Statements for the LGA over time. This program is suggested to be called the “Place Manual and Local Character Program”. In this regard, priorities in the Local Strategic Planning Statement 2020 are:

A.   Develop high priority Place Manuals: 1. The Jetty; 2. Park Beach; and 3. South Coffs Enterprise Area;

B.   Undertake implementation works associated with the City Centre Masterplan (including updates associated with post-Bypass planning) and the Woolgoolga Town Centre Masterplan;

C.  Develop medium priority Place Manuals: 4. Sawtell; 5. Moonee Beach; 6. Toormina and 7. West Coffs; and

D.  Develop Local Character Statements for all coastal and hinterland villages in the short to medium term (this is expected to be undertaken at the same time as Place Manual preparation for various precincts, as time allows, and once the NSW Government’s process for Local Character Statements is finalised).

Given that the NSW Government is progressing its masterplanning work within the Jetty Foreshores precinct, it is proposed that the high priority place manual be the Park Beach Place Manual. This will assist to alleviate confusion over consultation with the community for the Jetty precinct.

Place Manual Scope of Works and Budget

It is proposed that the purpose of Place Manuals will be to:

-     articulate desirable future land use, urban form and character in a defined precinct;

-     respond to issues present in each locality, the views of the community and achieve dwelling and employment land/floor space targets;

-     ensure sufficient infrastructure is provided/planned to meet the needs of future population - water, sewer, active transport, parks and open space, public realm, street trees, community facilities;

-     outline amendments required to statutory documents (Coffs Harbour Local Environmental Plan, Development Control Plan and Contributions Plans) to achieve the aims of  the plan; and

-     guide Council’s capital works programs and public investment - transport infrastructure, open space, community facilities, streetscape and public realm upgrades (including street tree planting as street trees will be a crucial element to creative successful and desirable places).

Place Manuals will need to be concise and accessible to readers. Both the actions and initiatives contained within them should be realistic and deliverable (including timeframes). It is proposed that they identify some strategic directions and several ‘big moves’ for each locality, along with a clear structure plan of the outcomes.

It is anticipated that each Place Manual will take up to 12 months to prepare, and potentially additional time if additional community engagement is requested by the precinct’s community when the process commences. It is anticipated that the following order of costs are reasonable for the development of each of the Place Manuals for each of the priority precincts. The 3D modelling process (which was used to create the 3D modelled fly though for the Coffs Harbour City Centre) is only proposed within certain localities (such as the Jetty and Park Beach) due to the proposed future height of buildings and topographical ground planes.

Order of Costs per Place Manual (based on 2021 prices)

Scope of Work

Cost

Transport planning (Place and Movement plan for the precinct)

$50,000

Feasibility assessment (planning controls and infrastructure contributions)

$20,000

Preparation of a Structure Plan identifying big moves, capital works and public realm improvements (not done to detailed survey)

$60,000

Community engagement

$20,000

Cultural planning recommendations (eg facilities, public art)

$10,000

Floor space ratio study / recommendations

$10,000

Proposed amendments to local planning controls

$20,000

Identification of standards for monitoring / reporting of key deliverables

$5,000

Preparation of a Contributions Plan for the precinct to deliver the Structure Plan

$15,000

3D modelling of the ground plane (if deemed necessary)

$50,000

TOTAL

$260,000

 

Therefore, the identified scope of works and order of costs to complete the proposed Park Beach Place Manual (which would include 3D modelling of the ground plane) is $260,000 and would take around 12 months to complete.

Options:

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

1.   Resolve to adopt the recommendations of this report.

2.   Resolve to undertake an alternative approach to recommendations contained within this report.

Option 1 is recommended as the suitable course of action in relation to this matter.

Sustainability Assessment:

•     Environment

Environmental attributes and impacts will be taken into consideration during the preparation of Place Manuals and Place Character Statements, particularly when describing the unique character of the particular precinct.

•     Social

Social attributes and impacts will be taken into consideration during the preparation of Place Manuals and Place Character Statements, particularly when describing the unique character of the particular precinct.

•     Civic Leadership

Preparation of Place Manuals and Place Character Statements demonstrates civic leadership by addressing several objectives within the MyCoffs Community Strategic Plan, including: A1.2 We foster a sense of community, belonging and diversity; B1.2 We attract people to work, live and visit in the Coffs Harbour LGA; and C1.2 We create liveable spaces that are beautiful and appealing.

•     Economic – Broader Economic Implications

The preparation of Place Manuals and Local Character Statements are currently adopted actions within Council’s Local Growth Management Strategy 2020 and Local Strategic Planning Statement 2020. Undertaking these bodies of work will assist to manage and support economic growth of the Coffs Harbour LGA.

•     Economic - Delivery Program/Operational Plan Implications

Whilst the preparation of Place Manuals and Local Character Statements are currently prioritised actions within Council’s Local Growth Management Strategy 2020 and Local Strategic Planning Statement 2020, no targeted funds are available within Council’s adopted Delivery Program and Operational Plan to undertake this work. As such, it is proposed that the “Place Manual and Local Character Program” be considered within next year’s Delivery Program and Operational Plan.

Risk Analysis:

Council’s adopted Local Strategic Planning Statement 2020 identifies the preparation of Place Manuals and Local Character Statements in a prioritised set of actions across the LGA, however no budget has been allocated for this work. This report proposes that the Park Beach Place Manual be prioritised as the first Place Manual delivered by a “Place Manual and Local Character Program”, and that $260,000 be considered for allocation in Council’s 2021/22 budget.

Consultation:

Extensive community consultation has already been undertaken in recent years with the development of MyCoffs, the 2019 Place Score survey and Council’s adopted growth strategies. Community engagement will be undertaken in accordance with Council’s Community Participation and Engagement Plan 2019, as follows, during the preparation of Place Manuals:

Project Stage

Inform

Consult

Involve

Collaborate

Community engagement to develop key elements of the Structure Plan and Big Moves

X

X

X

 

Consultation with key stakeholders

X

X

X

 

Formal exhibition of each Place Manual

X

 

 

 

Finalisation and post adoption notification

X

 

 

 

 

Placescore

In early 2019, Council undertook extensive community consultation using the Place Score placemaking tool to understand community priorities and values. The preparation of Place Manuals and Local Character Statements will be undertaken utilising feedback received during the Place Score process.

Related Policy, Precedents and / or Statutory Requirements:

The proposed “Place Manual and Local Character Program” will assist to deliver actions and priorities as outlined in Council’s adopted Local Strategic Planning Statement 2020 and Council’s MyCoffs Community Strategic Plan.

Implementation Date / Priority:

If endorsed and budget provided, it is proposed that the Park Beach Place Manual will commence preparation within the 2021/22 Operational Plan timeframes and will take in the order of 12 months to complete.

Conclusion:

The purpose of this report is to provide feedback, regarding a scope of work and associated costings for a Place Manual for Park Beach consistent with Action 3.3 of Council's Local Strategic Planning Statement. It provides background information generally in relation to Place Manuals and Local Character Statements for the whole of the Local Government Area (LGA), along with suggesting the establishment of a program for their delivery across the LGA in accordance with Council’s adopted growth strategies.

 


SC21/08       Delivery Program 2017-2022 - Six-Monthly Progress Report - 1 July to 31 December 2020

Author:                         Senior Corporate Planner

Authoriser:                  Director Sustainable Communities

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

Attachments:               ATT1  SC21/08   Delivery Program 2017-2022 - 6 Monthly Report - Jul to Dec 2020  

 

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 2020) on the Coffs Harbour Council 2017-2022 Delivery Program (Year 4) 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 294 Operational Plan activities detailed in the six-monthly report. The majority are recorded as being On Track; 35 are listed as Needing Attention, 3 as Critical and 13 On Hold, generally reflecting the impacts of competing operational priorities or external factors such as COVID-19.

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

 

Recommendation:

That Council endorses the attached Six-Monthly Progress Report (for the period 1 July to 31 December 2020) on the Coffs Harbour City Council 2017-2022 Delivery Program (Year 4) for public release.

 

Report

Description of Item:

Coffs Harbour City Council began implementing its 2017-2022 Delivery Program (Year 4) on 1 July 2020. 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 (CSP). 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 2020) on the Coffs Harbour City Council 2017-2022 Delivery Program (Year 4) is tabled at this time. The purpose of this report is to present Council the Six-Monthly Progress Report for endorsement and public release. Once endorsed, the Six-Monthly Progress report will be posted on Council’s website and printed copies will be made available at Council’s display locations.

Issues:

The Six-Monthly Progress Report is an overview of Council’s activities – undertaken through the 2020/21 Operational Plan - that respond to the objectives and strategies of Coffs Harbour’s MyCoffs CSP. It refers to the period 1 July to 31 December 2020.

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 CSP.

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 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 294 actions implemented by Council. The updates indicate the majority of actions are On Track. A total of 35 actions are recorded as Needing Attention, three as Critical and 13 On Hold. Actions On Hold 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 a 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:

-     In November 2020, the Department of Planning, Industry and Environment approved the Development Application for the Coffs Harbour Cultural and Civic Space;

-     In December 2020, Council secured Palisade Investment Partners as its commercial operating partner for the long-term lease of Coffs Harbour Airport, with the value to the community forecast at almost $500 million over the term of the lease and option;

-     Detailed design of the Wiigulga Sports Complex has been completed;

-     Designers ‘Complete Urban’ have been appointed to prepare plans and costings for both Sawtell and Woolgoolga Pools;

-     S7:11 sport infrastructure works – Toormina Oval and Polwarth Drive Oval lighting works were completed;

-     Coffs Harbour City Council won the top prize for Cultural Planning in the Local Government NSW Leo Kelly OAM Arts and Culture Award;

-     Design work is progressing on the Coffs Harbour bypass preparedness. Water main relocation works are expected to commence in late January / early February 2021;

-     Extensive water, sewer and transport asset works were undertaken;

-     Delivery of community, environmental and sustainability initiatives;

-     Delivery of land management and environmental initiatives;

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

-     28% of actions in the 2020/21 Operational Plan were impacted by COVID-19 during this period; and

-     A COVID-19 Response Recovery Plan was adopted by Council in December 2020, articulating the steps Council will take to support the community through recovery from the pandemic.

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 2020) on the Coffs Harbour City Council 2017-2022 Delivery Program (Year 4). 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 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 the Six-Monthly Report involved engagement with Council’s leadership and staff responsible for reportable actions.

Related Policy, Precedents and / or Statutory Requirements:

Section 404 of the Local Government Act 1993 applies to this Progress Report. 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 CSP, 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 endorsed by Council, the Six-Monthly Progress Report (for the period 1 July to 31 December 2020) on the Coffs Harbour City Council 2017-2022 Delivery Program (Year 4) 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 2020) on the Coffs Harbour City Council 2017-2022 Delivery Program (Year 4) 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 CSP. It is recommended that Council endorse the report for public availability.

 


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SC21/09       Community Participation and Engagement Plan - Amendment

Author:                         Section Leader Community Planning & Engagement

Authoriser:                  Director Sustainable Communities

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:               ATT1  SC21/09   Community Participation and Engagement Plan  

 

Executive Summary

Council’s current Community Participation and Engagement Plan (CPEP) was initially adopted by Council on 12 December 2019. It sets out Council’s approach to facilitating community participation and engagement, and ensures the broader Coffs Harbour Local Government Area community is able to have a say and participate in decisions that affect their future.

When the CPEP was adopted, a commitment was made to review the document within twelve months to ensure it continues to meet its objectives and to enable further alignment with Council policies and protocols. At its Ordinary Meeting on 23 July 2020, Council resolved to endorse an amendment to the CPEP which included minor edits to update legislation and remove references to advertising in printed newspapers given the closure of the print version of the Coffs Coast Advocate in June 2020.

Further amendments have now been made to make information in the document more easily accessible and in a format that encourages community engagement and participation from the broader community. The purpose of this report is to seek endorsement from Council to place the amended CPEP on public exhibition.

 

Recommendation:

That Council:

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

2.      Note that a further report will be brought back to Council for consideration following public exhibition of the amended Community Participation and Engagement Plan.

 

Report

Description of Item:

The CPEP was prepared in 2019 to comply with a new requirement under the Environmental Planning and Assessment Act 1979 that all applicable NSW planning authorities, including Councils, prepare a Community Participation Plan to make it clearer and easier for the public to understand how they can participate in planning decisions.

The CPEP also aims to meet the forthcoming expected amendments from the Local Government Amendment (Governance and Planning) Act 2016 No 38, which are anticipated to require Councils to establish and implement a community engagement strategy for engagement with the local community when developing its plans, policies and programs and for the purpose of determining its activities.

Council, at its Ordinary Meeting of 12 December 2019, resolved to endorse the first CPEP noting that it would be reviewed within twelve months to ensure it was meeting its objectives and to enable further alignment with Council policies and protocols, as required. Council, at its Ordinary Meeting of 23 July 2020, resolved to endorse an amendment to the CPEP which included minor edits to update legislation and remove references to advertising in printed newspapers given the closure of the print version of the Coffs Coast Advocate in June 2020.

A further review of the CPEP was undertaken in 2020 to make the document more accessible and easy to understand.

The review also considered the results from the Biennial Community Wellbeing Survey Civic leadership question: “Do you feel you have the opportunity to have your say on important issues that affect your community?”. The result from this question increased from 61% in 2018 to 69% in 2020, which is a positive result for Council.

Issues:

The proposed amendments to the CPEP are summarised below:

Document structure and content:

The revised CPEP has amended headings to clearly articulate what information is located where in the document. Information that was repeated in different sections has been removed or repositioned under the appropriate heading.

Some information has been removed completely, including:

-     Guide for tailoring participation opportunities for hard to reach groups,

-     Figure 4: Guideline to determining level of engagement,

-     Figure 6: Participation in strategic planning and

-     Figure 7: Participation in development assessment process (Advertised Development).

This content is technical in nature and does not add significant value to the document without further awareness or training in effective community engagement for the reader. The removed content will be converted to standalone resources as part of an internal Community Engagement Toolkit that is being developed to support staff to plan for and deliver effective engagement as outlined in the CPEP.

Community participation and engagement objectives:

The community participation and engagement objectives in the current CPEP have been converted to participation principles. The revised principles are active statements that clearly articulate what the community can expect from the Council regarding community engagement, participation and planning.

Plan making requirements:

An additional column titled ‘Form of notification – Council’s commitment’ has been added to Table 2 and Table 3. This column outlines Council’s commitment, at a minimum, regarding plan making functions. Depending on the context of the decision making process, additional forms of notification may be implemented beyond what is listed.

Visuals:

New imagery in the revised CPEP is people centred to align with the overall intention of the document.

Options:

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

1.    Resolve to adopt the recommendations of this report.

2.    Resolve not to adopt the recommendations of this report.

Option 1 is recommended as the suitable course of action.

Sustainability Assessment:

•     Environment

The CPEP provides guidance for Council and has no direct environmental impacts.

•     Social

The CPEP provides guidance for Council and aims to ensure the community are encouraged and supported to engage and participate in Council planning and decision making.

•     Civic Leadership

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

•     Economic – Broader Economic Implications

There are no broad economic implications associated with the CPEP.

•     Economic - Delivery Program/Operational Plan Implications

There are ongoing resourcing implications related to staff enacting effective community engagement as outlined in the CPEP.

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

It should be acknowledged that extra resourcing may be required when undertaking engagement with hard to reach groups or on Council’s larger and more complex projects and programs. These processes will necessitate a variety of engagement methods to meaningfully engage with stakeholders and the broader community and will require adequate resourcing from Council to do this effectively. Additional resources to effectively plan for engagement may also be required on projects and programs that unexpectedly require higher levels of community engagement than originally planned.

Training of relevant staff in effective community engagement, participation and planning as outlined in the CPEP began in late 2020 and will continue on an on-going basis. A Community Engagement Coordinator commenced in July 2020 and is updating an internal Community Engagement Toolkit to support staff to enact community engagement as outlined in the CPEP. The Community Engagement Coordinator is working closely with the Communications Team to align capacity building with the Internal and External Communications Strategies 2018 - 2020.

Risk Analysis:

The adoption of this recommendation will not result in any significant risk to Council. The changes enable Council to achieve compliance with the CPEP and relevant legislation. Revisions made in the CPEP will more easily inform the community of Council’s decision making processes, and this is likely to reduce reputational risk.

Consultation:

The proposed amendments to the CPEP have been prepared with input from relevant internal stakeholders and subject matter experts across the organisation. The Yandaarra Aboriginal Advisory Committee and the Disability Inclusion and Access Advisory Committee have been informed of the review and why it was undertaken.

Related Policy, Precedents and / or Statutory Requirements:

The revised CPEP has been prepared in accordance with the relevant provisions of the Environmental Planning & Assessment Act 1979 and Local Government Act 1993. The revised CPEP will be publicly exhibited in accordance with the Environmental Planning & Assessment Act 1979 and associated Regulations before adoption.

Implementation Date / Priority:

Subject to Council endorsement, the revised CPEP will be placed on public exhibition seeking input from the broader Coffs Harbour LGA community.

Conclusion:

The CPEP has been reviewed to make the document easily accessible and in a form that encourages community engagement and participation from the broader community. The revised document complies with the Environmental Planning and Assessment Act 1979, Environmental Planning & Assessment Regulation 2000 and forthcoming amendments to the Local Government Act 1993. The CPEP aligns with Council’s adopted Community Engagement and Submissions Policies.

 


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QON21/02    Marine Rescue Base - Maintenance and Monitoring

Author:                         Acting Group Leader, Strategic Asset Management

Authoriser:                  Director Sustainable Infrastructure

Attachments:               ATT1  QON21/02         QON19/01 View Lines - Coffs Harbour Marine Rescue, Beacon Hill  

 

The following question on notice was received from Councillor Amos.

Question

“Could the council please advise as to the steps that have been taken to gain necessary approvals to trim trees in the few lines of Coffs Harbour marine rescue base allowing for continued safe monitoring of the harbour and surrounds?”

Response

Council also responded to this QON in February 2019 (see attached).

 

The subject area is mapped Coastal Management SEPP Littoral Rainforest. Due to the area being a Threatened Ecological Community an alternative solution was implemented consisting of installing a high definition panning camera above the Marine Rescue Base building along with a further two CCTV cameras located at the Boat Ramp. The installation of the cameras was to improve Marine Rescue surveillance and monitoring of the harbour and surrounds.

 

Any works requiring modification or removal of vegetation within mapped Coastal SEPP areas require a Development Application, Environmental Impact Statement (EIS) and Biodiversity Development Assessment Report (BDAR) - and cannot be assessed under Part V of the EP&A Act.

 

If trimming of the view lines was to be reconsidered, the above approvals would need to be sought. To date this process has not been undertaken on the understanding that the installed cameras were sufficient for the task undertaken by Marine Rescue whilst also providing the benefit of protecting the environment.

 

 

 

 


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