Coffs Harbour City Council

05 May 2021

 

Ordinary Council Meeting

 

The above meeting will be held in the Council Administration Building

Cnr Coff and Castle Streets, Coffs Harbour on:

 

Thursday, 13 May 2021

 

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

 

 

AGENDA

 

1.         Opening of Ordinary Meeting

2.         Acknowledgment of Country

3.         Public Forum

4.         Disclosure of Interest

5.         Apologies

6.         Leaves of Absence

7.         Mayoral Minute

8.         Confirmation of Minutes

9.         Rescission Motion

10.      Notices of Motion – General

11.      General Manager’s Reports

12.      Notices of Motion – Business Services

13.      Directorate Reports – Business Services

14.      Notices of Motion – Sustainable Communities

15.      Directorate Reports – Sustainable Communities

16.      Notices of Motion – Sustainable Infrastructure

17.      Directorate Reports – Sustainable Infrastructure

18.      Questions On Notice

19.      Matters of an Urgent Nature

20.      Consideration of Confidential Items (if any)

21.      Close of Ordinary Meeting

 

 

Steve McGrath

General Manager

 

 


Order of Business

 

 

General Manager's Reports

GM21/05         Council Committees - Appointment of Members..................................... 3

GM21/06         Local Government Remuneration Tribunal............................................. 6

Notices of Motion Business Services

NOM21/08      Publishing of Council's Meetings Live Stream Content................... 25

Directorate Reports - Business Services

BS21/24          Adoption of Plan of Management for the Community Village and Cavanbah Centre................................................................................................ 26

Notices of Motion Sustainable Communities

NOM21/09      Affordable Housing.......................................................................................... 86

Directorate Reports - Sustainable Communities

SC21/18          Sustainable Communities Directorate - Major Functions / Funding Requirements....................................................................................................... 87

SC21/19          Draft 2017-2022 Delivery Program (Year 5), Draft 2021/22 Operational Plan, Draft 2021/22 Delivery Program Budgets and Draft 2021/22 Fees and Charges......................................................................................................... 94

SC21/20          Community Participation and Engagement Plan - Post Exhibition 425

SC21/21          Youth Issues and Options Paper - Post Exhibition - Next Steps.. 464

SC21/22          Draft Coffs Harbour Heritage Strategy 2021 - 2024........................ 468

SC21/23          RFT-1332-TO - Construct Animal Impound Facility at Christmas Bells Road, Coffs Harbour...................................................................................... 486

SC21/24          Coffs Harbour Regional City Action Plan 2036.................................. 490

Notices of Motion Sustainable Infrastructure

NOM21/10      Brelsford Park Masterplan....................................................................... 553

NOM21/11      Reactivation of Regional Waste Strategy Reference Group.... 554

NOM21/12      Coffs Harbour Waste Disposal................................................................. 555

Questions on Notice

QON21/04      Gordon Street Project Loan Details..................................................... 556


GM21/05      Council Committees - Appointment of Members

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

MyCoffs:                      B.2 A community achieving its potential

Attachments:              Nil

 

Executive Summary

Nominations to join Council’s advisory and facility management committees require appointment by Council.  This report is seeking the appointment of nominees for the following committees:

·     The Heritage Advisory Committee

·     Lowanna Community Hall Facility Management Committee

 

Recommendation:

That Council:

1.    Appoint the following to the Heritage Advisory Committee:

1.1.      James Holmes as the Family History Society representative

1.2.      Dr Craig Bellamy as the museum representative

1.3.      Terrie Beckhouse as the maritime representative

1.4.      Gay Bell as the cultural/arts community representative

2.    Appoint John Rohozky to the Lowanna Community Hall Facility Management Committee.

 

Report

Description of Item:

As part of the normal functioning of council committees, community members are nominated to fill vacant positions.  For nominees to become member of committees, they need to be appointed by Council.  This report provides details regarding the recruitment and nominations for the following committees:

 

·     Heritage Advisory Committee

·     Lowanna Community Hall Facility Management Committee

 

Heritage Advisory Committee

 

At the 26 November 2020 Meeting, Council adopted the Heritage Advisory Committee Terms of Reference (ToR) and noted that an expression of interest (EOI) was to be held to recruit members.  The vacant roles were:

 

·     One Family History Society representative

·     One museum representative

·     One maritime representative

·     One cultural/arts community representative

 

The EOI was held from 12 to 26 March 2021 and advertised though Council’s website, social media channels and News of the Area.

 

Council received five applications to join the committee, two for the Museum Representative role and one each for the other three vacant roles.

 

Applicants for each committee were assessed for suitability by council’s heritage subject matter expert and team leader based on:

 

·     Their demonstrated connection with the group or heritage area relevant to the role

·     Their knowledge and understanding of the key factors impacting the promotion of heritage conservation in the LGA

·     Their ability to understand and analyse complex issues

·     Their communication skills

·     Their willingness to work as part of a team

·     Their appreciation of Council’s protocols and processes

·     Whether they were a resident within the Coffs Harbour LGA

 

The assessors recommended the following nominees for the Heritage Advisory Committee:

 

·     James Holmes as the Family History Society representative

·     Dr Craig Bellamy as the museum representative

·     Terrie Beckhouse as the maritime representative

·     Gay Bell as the cultural/arts community representative

 

Lowanna Community Hall Facility Management Committee

 

The Lowanna Community Hall Facility Management Committee is currently low on numbers. Mr John Rohozky applied to Council to join the committee and the committee felt that Mr Rohozky would provide a valuable contribution.

 

Issues:

There are no significant issues identified in regards to this report.

Options:

1.    Adopt the recommendation provided to Council.

2.    Amend the recommendation provided to Council (e.g. by rejecting a nomination) and then adopt.

3.    Reject the recommendation provided to Council.

Sustainability Assessment:

•     Environment

There are no environmental impacts relating to this report.

•     Social

Establishing Council committees recognises and uses the valuable contribution the community makes for the effective provision of Council’s functions.

•     Civic Leadership

This approach is consistent with the Council’s MyCoffs Community Strategic Plan:

 

-    A.1 A vibrant and inclusive place.

-    B.2 A community achieving its potential.

•     Economic – Broader Economic Implications

Committees are formed to help Council facilitate services and functions using community volunteers with varied expertise.  Broadly this taps into the wealth of community knowledge and experience, whilst acknowledging and supporting local skills.

•     Economic - Delivery Program/Operational Plan Implications

The time and assistance given to Council by volunteers and committee members represents significant cost savings to the organisation.

Risk Analysis:

There are no specific risks associated with the appointment of committee members.

Consultation:

Consultation has occurred and continues to occur with various stakeholders involved in these committees.

Related Policy, Precedents and / or Statutory Requirements:

Sections 355 and 377 Local Government Act 1993.

Implementation Date / Priority:

Immediate.

Conclusion:

That Council endorses the recommendations within this report.

 

 


GM21/06      Local Government Remuneration Tribunal

Author:                        Governance Coordinator

Authoriser:                  Group Leader Governance

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

Attachments:              ATT1  GM21/06  Local Government Remuneration Tribunal - Annual report and determination 2021  

 

Executive Summary

The Local Government Remuneration Tribunal (Tribunal) recently made its annual determination of categories of councils and the maximum and minimum fees to be paid to Mayors and Councillors for the 2021/22 financial year.

 

This report is seeking a decision on the appropriate fees to be paid to the Coffs Harbour City Council Mayor and Councillors for the 2021/22 financial year.

 

 

Recommendation:

That Council, in accordance with the provisions of s248-249 of the Local Government Act 1993, fix the:

1.       Annual fee for Councillors at $24,810 for the 2021/22 financial year.

2.       Additional annual fee for the position of Mayor at $61,280 for the 2021/22 financial year.

 

Report

Description of Item:

Each year, pursuant to s239 and s241 of the Local Government Act 1993 (The Act), the Local Government Remuneration Tribunal (Tribunal) determines the categories of councils and the maximum and minimum amounts of fees to be paid to mayors and councillors for the following financial year.

 

The Tribunal determined that the allocation of councils into their current categories is appropriate and to increase the minimum and maximum fees for 2021/22 by 2%.

 

Coffs Harbour City Council remained a Regional Centre and the increase in fees are as follows:

 

 

2019/20

2020/21

2021/22

 

Minimum

$

Maximum

$

Minimum

$

Maximum

$

Minimum

$

Maximum

$

Councillors

9,190

20,280

13,820

24,320

14,100

24,810

Mayors (additional)

19,580

44,250

28,750

60,080

29,330

61,280

 

It is recommended that Council set the fees payable to the Mayor and Councillors at the maximum level.

 

For more information on the Tribunal’s determination, refer to the attached Local Government Remuneration Tribunal Annual Determination for 2021.

Issues:

There are no apparent issues associated with this report.  The report presents the findings of the Tribunal and as such Council is obliged to fix a fee within the range established for the Regional Centre category, in accordance with the Tribunal determination.

Options:

The following options are available to Council:

 

1.    Resolve to fix the annual fees for Councillors and the Mayor at the maximum for the Regional Centre category.

2.    Resolve to fix the annual fees for Councillors and the Mayor at another amount between the minimum and maximum allowable annual fees for the Regional Centre category.

Sustainability Assessment:

•     Environment

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

•     Social

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

•     Civic Leadership

This report meets objective D.1 Our leaders give us confidence in the future of the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

There are no broader economic implications as a result of this report.

•     Economic - Delivery Program/Operational Plan Implications

There is an overall budgeted increase of $6,420 from the 2020/21 allocation.  This increase has been allowed for in the 2021/22 Operational Plan.

Risk Analysis:

There are no significant risks identified in regards to this report.

Consultation:

This report reflects the findings of the Local Government Remuneration Tribunal, dated 23 April 2021.

Related Policy, Precedents and / or Statutory Requirements:

s235 – 249 Local Government Act 1993.

Implementation Date / Priority:

The new fees are payable from 1 July 2021.

Conclusion:

That Council consider the determination of the Tribunal, and resolve the adopt the increase in fees for the 2021/22 financial year.

 

 


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NOM21/08   Publishing of Council's Meetings Live Stream Content

Attachments:          Nil

 

Motion:

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

"That Council publish the live stream content from the most recent meeting no later than 11am on the Monday following the scheduled Thursday Council meeting.  This is to be presented with a direct and prominent link on the Coffs Harbour City Council home page."

 

 

Rationale:

“The current recordings of council meetings are not easy to navigate to via the Coffs Harbour Council homepage.  There has been low interest in listening to the council meeting recordings.  An easier link on the main home page, to access immediate past meetings, may increase community participation and knowledge of council debate.  An early and consistent access time to the meeting recordings may also allow more accurate reporting in traditional and new media platforms.  Media will be able to check debate content and still meet media cycle deadlines.”

Staff Comment:

Online recordings of meetings are available on Friday (the day after the meeting). 

 

Following changes to public access arrangements, amendments have been recently made to Council's corporate website to simplify the information on how to access both live and previous meeting recordings.

 

Further links can be provided through social media posts related to the meeting and with the addition of a news story in Council's newsroom site, linked to Council's website homepage, to advise that the latest meeting recording is available to the public.

 

 


BS21/24       Adoption of Plan of Management for the Community Village and Cavanbah Centre

Author:                        Plans of Management Project Manager

Authoriser:                  Director Business Services

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

Attachments:              ATT1  BS21/24   Plan of Management - Community Village and Cavanbah Centre  

 

Executive Summary

Council has a statutory obligation under both the Crown Lands Management Act 2016 (CLM Act) and the Local Government Act 1993 (LG Act) to adopt Plans of Management (PoMs) for all Crown reserves that are classified as ‘community’ land and for which Council has been appointed land manager. 

 

At its 12 November 2020 meeting, Council resolved to refer the draft PoM for the Community Village and Cavanbah Centre Crown reserves (Attachment 1) to the Division of Crown Lands within the Department of Planning, Industry and Environment (DPIE) for approval for it to be publicly exhibited.  Council also resolved to publicly exhibit the draft PoM for 42 days once DPIE approval was obtained and public submissions were invited over this period, as required by the LG Act and CLM Act.

 

The draft PoM was approved by DPIE for public exhibition in late February 2021 and remained on exhibition until 14 April 2021.  No submissions from current licensees/lessees or the general public, were received.  The draft PoM is now ready to be adopted, which will make it the first PoM adopted by Council under the new CLM Act.

 

Recommendation:

That Council:

1.    Adopt the Plan of Management for the Community Village and Cavanbah Centre as the Plan of Management applying to Crown reserves known as the ‘Community Village’ reserve (reserve number 140058) and ‘Cavanbah Centre’ reserve (reserve number 90985).

2.    Authorise the General Manager to notify the Crown Lands Division of the Department of Planning, Industry and Environment that Council has adopted the Plan of Management and forward a copy for record purposes.

 

Report

Description of Item:

The Coffs Harbour City Council has been appointed under Part 3, Division 3.2, Section 3.3 of the CLM Act to manage dedicated or reserved Crown land as if it were community land under the LG Act.  Hereafter, this land is referred to as the ‘Crown reserves’ or ‘reserves’.  Council has been appointed manager for more than 50 such reserves.

 

The CLM Act requires local councils appointed to manage dedicated or reserved Crown land to manage such land as if it were public land under the LG Act.  Section 36 of the LG Act requires a PoM to be adopted by councils for all land classified as ‘community’ land and outlines the requirements of such a PoM.  In simple terms, the purpose of the PoM is to provide a framework for the ongoing use and management of the land.

 

It should be noted that a PoM can cover more than one reserve.  Although the final number of PoMs is still being worked through, it is likely that Council will need to prepare at least 10 PoMs to cover the Crown reserve estate.

 

Council resolved to refer the draft PoM for the Community Village and Cavanbah Centre to DPIE for approval to publicly exhibit for a period of 42 days, at its meeting of 12 November 2020.  DPIE approval was obtained in late February 2021 and the draft PoM was placed on public exhibition until 14 April 2021.  Public submissions were invited over this period, in compliance with section 38 of the LG Act, however no submissions were received.

 

The subject land for the PoM currently before Council is known as the ‘Community Village’ reserve (reserve number 140058) and ‘Cavanbah Centre’ reserve (reserve number 90985).  The Community Village reserve is comprised of Lots 101-102, DP 1058414, Coffs Harbour.  The street address for Lot 101 is 20 Curacoa Street, Coffs Harbour and Lot 102 is located off Earl Street, Coffs Harbour.  The ‘Cavanbah Centre’ reserve, is Lot 3 Sec 4, DP 758258, 191 Coffs Harbour Drive, Coffs Harbour.  Both reserves are categorised as per s.36 of the LG Act as ‘general community use’.

 

The land use zones prescribed by the Coffs Harbour Local Environment Plan (LEP) 2013 are SP2 (Infrastructure) and E2 (environmental Conservation) for the Community Village and SP2 (Infrastructure) for the Cavanbah Centre.

 

The two reserves were originally gazetted as separate entities (hence the separate unique identifying reserve numbers) but because they are immediately adjacent to one another, for practical purposes they are managed as a single entity; hence this draft PoM covers both.

 

Both reserves have been and are currently used to provide affordable properties for the provision of health and community services in order to facilitate the achievement of an inclusive community. It is intended that the reserves will continue to be used for these types of purposes. 

 

The PoM has been prepared in a manner consistent with the core objectives (as per S.36I of the LG Act) for land categorised ‘general community use’, with the overall aim being that the reserve and its facilities will provide an ongoing benefit to the community.  The PoM authorises the wide variety of uses that the reserve has been, or is currently being used for, while also providing sufficient flexibility for Council to modify the use or management of the reserves, into the future.  It is not intended that this or other PoMs will address the role of the reserve in the strategic planning sphere or day-to-day management issues.

Issues:

A preliminary version and the current draft PoM have both been provided to the current licensees/tenants at the Community Village on separate occasions.  No comments were received. There were also no public submissions through the ‘Have Your Say’ during the 42 days the draft PoM was on public exhibition.  Given the above and that the adoption of a PoM for the reserves is a statutory requirement, there are no issues to be canvassed. 

Options:

Council has the following options to consider:

 

1.    Adopt the recommendation and thereby adopt the Plan of Management for the Community Village and Cavanbah Centre and notify the Crown Lands Division of DPIE of its decision.

2.    Amend the draft Plan of Management for the Community Village and Cavanbah Centre and then refer the draft PoM back to the Crown Lands Division of DPIE to obtain approval to again place the document on public exhibition.

3.    Reject the recommendation. Adoption of this option would prevent Council meeting its statutory obligations under the CLM Act and LG Act.

Sustainability Assessment:

•     Environment

The PoM makes provision for strategies and actions to preserve and enhance those areas of the reserve where native vegetation dominates the landscape.  These may include actions such as new fencing to prevent entry into areas of high natural value, whilst facilitating improved public access to the facilities using the existing infrastructure footprint.

•     Social

There are no uses or management actions authorised in the PoM that represent any form of reduced community access to the facilities located on the reserves.  On the contrary, improving disabled access to some of the buildings has been raised as an option to be investigated as has bicycle access between Harbour Drive and Duke street in a manner consistent with the Coffs Harbour Bike Plan 2014-2019.  As discussed above, new fencing will be authorised in order to reduce impacts on the natural values of the reserve but this will not impact on community access to buildings and facilities.  The PoM also authorises the granting of leases, licences and other estates so that organisations providing services to the community may have security of tenure should they wish.

•     Civic Leadership

The PoM is a key element in the governance of the reserves which in turn will help ensure that the facilities and organisations using those facilities to provide community services, continues into the future.  The PoM is an important step towards achieving the MyCoffs Community Strategic Plan theme of ‘Community Wellbeing’ and contributes directly to the following strategies:

 

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

A2.2 We facilitate positive ageing;

A2.3 We nurture mental health, wellbeing and social connection; and

A2.4 We cultivate a safe community.

•     Economic – Broader Economic Implications

The reserves are used to provide affordable properties for the provision of important health and community services.  Once adopted, a PoM provides the ongoing legal framework which allows for these facilities to be occupied and the community services delivered.  This has a direct positive economic benefit to those who provide and access these services, as well as having a multiplier (flow-on) effect to the local economy.

•     Economic - Delivery Program/Operational Plan Implications

There are no implications as works currently planned to be undertaken this financial year are being sourced from the Building Maintenance Budget.

Risk Analysis:

There is a statutory requirement that on or before 30 June 2021, Council must adopt a PoM for all Crown reserves classified as ‘community land’ and for which Council has been appointed as the land manager.  DPIE has indicated that it is the State Government’s intention to extend this deadline, however there has been no information to indicate what length of time this extension may represent.  It is also not clear what if any actions the State Government would take if progress to adopt PoMs by the current due date is not deemed adequate.  It is therefore prudent to undertake best endeavours to complete and adopt PoMs for as many reserves as possible and to be able to demonstrate to the State Government the scale of these efforts. 

 

Five draft PoMs encompassing 30 Crown reserves have already been prepared and are at various stages of the process such as being assessed for Native Title implications, are currently with DPIE for approval to publicly exhibit etc.  Another two draft PoMs are in the early stages of preparation.

 

The risk of any significant community opposition to Council adopting the PoM for the Community Village and Cavanbah Centre, is extremely low for reasons discussed below.

Consultation:

A preliminary draft and as well as the current PoM before Council, was sent to all existing lessees, licensees and regular users of the reserves for comment.  No comments were received.

 

No public submissions were received through the ‘Have Your Say’ during the 42 days the draft PoM was on public exhibition.

Related Policy, Precedents and / or Statutory Requirements:

The statutory requirement for Council to adopt a PoM for the Crown reserves that it manages has been discussed above.  Since the CLM Act replaced the Crowns Lands Act 1989 in 2018, this will be the first of many PoMs to be adopted by Council in compliance with the new Act.

Implementation Date / Priority:

A Council resolution to adopt a PoM within the statutory timeframe is a critical step to satisfying this statutory requirement and therefore it is a high priority.

Conclusion:

This PoM for the Community Village and Cavanbah Centre represents the first of many PoMs that Council currently has a statutory requirement to adopt and is the first to be considered by Council for adoption under the CLM Act and the LG Act.  After the resolution to adopt the PoM, the General Manager will notify DPIE and forward it a copy. DPIE will then provide Council with confirmation that it has updated its records and the PoM will then apply to the land until such time as Council adopts a new one or it is revoked by the Minister.

 

 


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NOM21/09   Affordable Housing

Attachments:          Nil

 

Motion:

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

"That Council:

1.       Recognise that local government can play a role in the provision of affordable housing and/or social housing; and

2.       Review case studies of other Local Government Areas who have made effective advancements in social and/or affordable housing; and

3.       Commence investigation of the opportunities and constraints which shape Council's ability to participate in provision of affordable and/or social housing; and

4.       Provide a report back to Council."

 

Rationale:

“Australia's housing crisis is shaped by complex factors, such as taxation structures, investment patterns, supply and demand, wage growth rates and more. Most, if not all, of the policy levers are in federal and to a lesser extent state government control. However, local government can play a role. Opportunities include identifying land appropriate for affordable housing, entering partnerships with housing providers, accessing funding and more.

A report detailing opportunities will allow Council to determine an informed policy position on its future involvement with affordable and social housing.”

Staff Comment:

A report can be prepared.

 


SC21/18       Sustainable Communities Directorate - Major Functions / Funding Requirements

Author:                        Group Leader Community & Cultural Services (Acting)

Authoriser:                  Acting Director Sustainable Communities

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

Attachments:              ATT1  SC21/18   Sustainable Communities Directions and Funding

ATT2  SC21/18   Project Bids 2021/22  

 

Executive Summary

At its Ordinary Meeting of 25 February 2021, it was resolved that Council staff prepare a report on Major Functions/Funding Requirements within the Sustainable Communities directorate.

This report provides an overview and background on the funding for functional areas within the three groups that form the Sustainable Communities Directorate, as well as a list of aspirational projects that have been put forward in the project bid process.

It is important to consider the information provided in the context of the Integrated Planning and Reporting Cycle, and the Delivery Program 2017-2022 and Operational Plan 2021/22.

 

Recommendation:

That Council note the Sustainable Communities Directorate – Major Functions/Funding Requirements.

 

Report

Description of Item:

At its Ordinary Meeting of 25 February 2021, Council resolved:

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?

The Directorate of Sustainable Communities provides a diverse range of functions and services, across three groups:

-     City Prosperity

-     Community and Cultural Services

-     Sustainable Places

This report outlines the major functions and funding across the directorate over a number of years, and the status of a number of aspirational projects put forward by the Sustainable Communities Directorate.

Issues:

The table presented (in Attachment 1) presents the Sustainable Communities Directorate functions and their funding across the Council term to date. It is important to consider the information in Attachment 1 in the context of the Integrated Planning and Reporting Cycle, and the Delivery Program 2017-2022 and Operational Plan 2021/22.

Major functions and funding over Council lifecycle

Significant flows into functions shown in Attachment 1 represent grant funds secured under the control of the Sustainable Communities Directorate. Outside of these projects, increases from year to year is a result of additional investment and service uplift e.g. Library Service.

Sustainable Communities Directorate – Projects proposed

As part of the annual planning cycle, the organisation puts forward initiatives they would like to undertake in the upcoming financial years. The table presented (in Attachment 2) presents the projects put forward in the business planning cycle that has just been completed for the 2021/22 Operational Plan year. All projects put forward must consider organisational capacity to deliver in the 2021/22 business planning cycle, taking into services levels. The rows highlighted in green in Attachment 2 show the Sustainable Communities Directorate projects. The third column in Attachment 2 indicates the current funding status of the projects.

Options:

1.   Accept the recommendation of this report, noting the update provided.

2.   Amend or reject the recommendation of this report, noting the importance of the context of the Integrated Planning and Reporting Cycle, and the Delivery Program 2017-2022 and Operational Plan 2021/22.

Sustainability Assessment:

•     Environment

Both existing and aspirational projects within the Directorate have specific environmental outcomes.

•     Social

The Sustainable Communities Directorate delivers a range of services to the community with targeted social outcomes.

•     Civic Leadership

The Sustainable Communities Directorate plays an active role in delivering programs, initiatives, projects and services to the community, led by the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

There are no broader economic implications associated with the preparation of this report.

•     Economic - Delivery Program/Operational Plan Implications

The projects noted as funded in the attachment have been included in the draft 2021/22 Delivery Program, Operational Plan, and Budgets.

Risk Analysis:

There are no specific risks associated with the preparation of this report.

Consultation:

Project bids and other requests for funding across organisation and the Sustainable Communities Directorate have been considered in the framing of the draft 2021/22 Operational Plan and Budgets. This process will be continued with the receipt of submissions received through public exhibition.

Related Policy, Precedents and / or Statutory Requirements:

There are no specific policies, precedents and/or statutory requirements associated with the preparation of this report.

Implementation Date / Priority:

This information is provided for noting.

Conclusion:

This report provides an update of Sustainable Communities major functions / funding requirements, as requested by Councillors in a recent resolution.  It sets out the existing and aspirational projects, programs, services and activities from the three groups within the Sustainable Communities Directorate.

 

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, as contained within Council Report SC21/19, is the appropriate reporting mechanism to confirm the priorities of Council and supporting funding allocations. By approaching resourcing through the Delivery Program and Operational Plan the demands across the organisation are considered. 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.

 



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SC21/19       Draft 2017-2022 Delivery Program (Year 5), Draft 2021/22 Operational Plan, Draft 2021/22 Delivery Program Budgets and Draft 2021/22 Fees and Charges

Author:                        Senior Corporate Planner

Authoriser:                  Acting Director Sustainable Communities

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

Attachments:              ATT1  SC21/19   Draft 2017-2022 Delivery Program (Year 5)

ATT2  SC21/19   Draft 2021/22 Operational Plan

ATT3  SC21/19   Draft 2021/22 Delivery Program Budgets

ATT4  SC21/19   Draft 2021/22 Fees and Charges

ATT5  SC21/19   Workforce Management Plan - Status Update  

 

Executive Summary

The Integrated Planning and Reporting framework requires Council to prepare a Delivery Program following each ordinary election which specifies the activities to be undertaken for the four-year period of the election term. The Delivery Program is reviewed annually and executed with an Operational Plan which specifies the work to be undertaken and budgeted for in that financial year. These documents are the key planning documents which enable Council to deliver on the MyCoffs Community Strategic Plan objectives. Accompanying these documents are the Draft 2021/22 Delivery Program Budgets and Draft 2021/22 Fees and Charges.

Due to COVID-19, changes were made to Integrated Planning and Reporting requirements for 2020/21 by the NSW Government and the 2020 Local Government Elections were postponed to September 2021. Subsequently, Council’s existing Delivery Program is now a five-year program through until 30 June 2022.

The purpose of this report is to seek Council’s endorsement to publicly exhibit the draft 2017-2022 Draft Delivery Program Year 5, 2021/22 Draft Operational Plan, the 2021/22 Draft Delivery Program Budgets and Draft 2021/22 Fees and Charges. 

 

Recommendation:

That Council:

1.       Place the following documents on public exhibition for a minimum period of 28 days:

1.1.    Draft 2017-2022 Delivery Program (Year 5);

1.2.    Draft 2021/22 Operational Plan;

1.3.    Draft 2021/22 Delivery Program Budgets; and

1.4.    Draft 2021/22 Fees and Charges.

2.       Note that a further report will be brought back to Council to present the outcomes of the public exhibition process prior to adopting the final Delivery Program, Operational Plan, Delivery Program Budgets and Fees and Charges documents by 30 June 2021.

 

Report

Description of Item:

Under the Integrated Planning and Reporting (IPR) provisions 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 four-year financial estimates, annual budgets and a one-year schedule of Council Fees and Charges. The IPR documents are informed by Council’s long-term Resourcing Strategy.

Due to COVID-19, changes were made to IPR requirements for 2020/21 by the NSW Government and the 2020 Local Government Elections were postponed to September 2021. Subsequently, Council’s existing Delivery Program is now a five-year program through until 30 June 2022.

Council is required to seek community feedback on its draft Delivery Program, Operational Plan, Budgets and Fees and Charges by way of a minimum 28-day public exhibition period. After considering submissions, Council is required to adopt the annual Operational Plan, budget and Revenue Policy documents by 30 June each year.

Within the IP&R Framework, the Delivery Program and Operational Plan are supported by the Resourcing Strategy (Long Term Financial Plan, Asset Management Plan and Workforce Management Plan). With the Delivery Program and Operational Plan now extending for a five year period, the current plans associated with the Resourcing Strategy will also continue through to cover the 2021/22 period. In this regard, a status update on the current Workforce Management Plan – including new actions for 2021/22 is provided in Attachment 5 Workforce Management Plan.

The purpose of this Report is to seek Council’s endorsement to publicly exhibit the draft 2017-2022 Draft Delivery Program Year 5, 2021/22 Draft Operational Plan, the 2021/22 Draft Delivery Program Budgets and Draft 2021/22 Fees and Charges.

Issues:

·     COVID-19 Impacts

COVID-19 has introduced an element of uncertainty into Council’s annual planning and budgeting processes. The COVID-19 impacts are in addition to economic and social impacts felt from bushfires, floods and drought during the 2019/20 year and the 2020/21 year.  Council’s revenue streams have been impacted by the decisions made to support the community in response to COVID-19. During the previous year COVID-19 has impacted a number of actions in the 2020/21 Operational Plan. The draft documents being presented to Council and subsequently to the community, represent the organisation’s best efforts in defining what activities and programs Council is able to progress, and the Council response to the evolving situation within the resources available.

·     Significant Expenditure 2021/22

Council continues to focus on asset renewal whilst also striving to position itself to take advantage of the construction of new infrastructure where funding opportunities become available based on strategic alignment e.g. based on the Regional City Action Plan. The Draft 2021/22 Operational Plan, proposes budget allocations for works across a range of asset categories and regionally significant infrastructure projects.

·     Budget Impact on Ratepayers

-     Impact on Residential Ratepayers

In September 2020, IPART set a 2.0% rate peg increase in ‘General Income’ for 2021/22. Accordingly, the ‘average’ residential property can expect a total rates and charges increase (including annual access charges and water usage charges) of approximately $79.82 per annum (or $1.54 per week) which is a 2.1% increase from 2020/21.

The following table shows the impact on the total rates and charges payable in 2021/22 for the ‘average’ residential property.

The ‘average’ residential property has been based on a land valuation of $244,600 and this valuation has been used in the determination of both the residential ordinary rates and the environmental levy.

Rates and Access Charges

2020/21 ($)

2021/22 ($)

Increase ($)

Increase (%)

Residential Ordinary Rate

1,238.94 

1,261.38 

22.44 

1.8 

Environmental Levy

45.28 

46.17 

0.89 

2.0 

Sewerage Access Charge

922.00 

958.00 

36.00 

3.9 

Water Access Charge

149.00 

152.00 

3.00 

2.0 

Water Usage (250 KL pa)

795.00 

812.50 

17.50 

2.2 

Domestic Waste Service

695.00 

695.00 

0.00 

0.0 

Stormwater Management

25.00 

25.00 

0.00 

0.0 

Total Rates and Access Charges

3,870.23 

3,950.05 

79.82 

2.1 

Increase per Week

  

  

1.54 

 

 

The following comments should be considered in conjunction with the above information:

1.     The Rate Peg % does not apply to Sewer, Water, Waste or Stormwater charges.

2.    Water charges include 250 KL of water usage for a year.

·     Financial Estimates

The 2021/22 budget result forecasts an estimated underlying deficit before capital revenue, of $2,802,000.  This is comprised of estimated results of $8.096 million deficit for the General Fund, $3.186 million surplus for the Water Fund and $2.108 million surplus for the Sewer Fund.  A review of the financial estimates for each fund is as follows:

-     General Fund

The draft financial estimates for Council’s General Fund project the following accrual results:

Year

Financial Estimate after Capital Revenue ($)

 

Financial Estimate before Capital Revenue ($)

 

2021/22

38,909,000

Surplus

(8,096,000)

Deficit

Operational incomes and expenditures are tightly budgeted and have been subject to constant scrutiny in recent years.

There are significant capital works planned which are funded from rate variations, trading operations, grants, loans, S7.11 contributions, reserves, etc.

Council's revenues are gradually increasing and savings are being realised to meet appropriate expenditure levels in relation to operations, particularly infrastructure maintenance, asset renewals and capital works.

-     Unfunded Council Resolutions – not included in draft 2017-2022 Delivery Program

During the 2020/21 year, Council resolved to consider the following items within the 2021/22 Delivery Program which have not been included in the current draft Budget result:

Council Agenda Item

Description

Funds sought 2021/22

SC20/74

Options to Undertake Supportive Monitoring of Intensive Agricultural Industry

$130,000

SC20/76

COVID-19 Pandemic Response and Recovery Plan

$180,000

SC21/07

Scope of Work and Costings for Park Beach Place Manual

$260,000

If all the above are adopted the impact will be $570,000, which will result in a net revised operating deficit for 2021/22 of $8,666,000.

Council Agenda Item

Description

Funds sought 2021/22

Funds sought 2022/23

Impact on draft operating result 2021/22 if included

SC21/14*

New permanent museum exhibition

$734,606

$1,151,719

0

*SC21/14 – This is capital expenditure and won’t impact on the draft operating result for 2021/22. Additional responses for this resolution are being prepared and a report will be returned to Council as requested prior to the final adoption of the Delivery Program/Operational Plan in June.

At its Ordinary Meeting 26 November 2020, Council deferred the $75k Moonee Beach North Investigation Project from the 2020/21 budget to the 2021/22 budget to reduce the 2020/21 budget deficit. This project was omitted in error from the Draft 2021/22 Delivery Program Budget. It is proposed to be included in the Final 2021/22 Delivery Program Budget post exhibition.

-     Water and Sewerage Funds

Water and Sewer charges have been held to reasonable increases in recent years, despite the significant loan repayments that require to be serviced. The Delivery Program provides for operating surpluses in the Sewer and Water Funds. Details are set out below:

§ Water Fund

Year

Financial Estimate
($)

 

 

Financial Estimate before Capital Revenue ($)

 

2021/22

5,881,000

Surplus

3,186,000

Surplus

§ Sewer Fund

Year

Financial Estimate
($)

 

 

Financial Estimate before Capital Revenue ($)

 

2020/21

4,693,000

Surplus

2,108,000

Surplus

-     Pensioner Rebates

Council will write off $3.39m in pensioner rates and charges in 2021/22.  Of this, Council voluntarily forgoes approximately $650,000.  Council is required to forgo the remaining $2.74m under State Government legislation.

The amount Council is reimbursed by the State is approximately $1.507m, leaving an overall cost to Council of approximately $1.233m.

-     Environmental Levy for 2021/22

The Environmental Levy (being a Special Rate) is calculated with a ‘base amount’ to raise approximately 47% of the levy with the balance raised as an ad valorem rate applied to land values.  The purpose of the Environmental Levy is to fund environmental works, and it is levied on all rateable land.

-     Proposed Loan Borrowings for 2020/21

It is proposed that during the 2021/22 financial year the Council will borrow funds for the Cultural and Civic Space Project of an amount of $50,265,000.

It is proposed that Council will borrow an additional $4,165,000 via external loan funding for the construction of the Wiigulga Sports Complex.

-     Draft 2021/22 Fees and Charges

Council’s fees and charges have increased by an average of approximately 2.00%, reflecting increases in staff delivery and administrative costs.  The full Draft 2021/22 Fees and Charges document is available as Attachment 4.

Options:

This report aims to facilitate the structured roll-out of Council programs of the 2021/22 Operational Plan, as well as enabling compliance with legislative requirements. At this time, the following options are available to Council:

1.       Adopt the recommendation provided to Council; this will enable the draft documents to be placed on public exhibition according to schedule, with the consideration of submissions and adoption of final documents to follow within the legislated timeframe. 

2.       Amend the recommendation provided to Council; depending on the nature of the amendment this may impact on the structure and content of the documents and Council’s ability to finalise the budget planning process according to the set timeframe. 

3.       Reject the recommendation provided to Council; this will impact on Council’s ability to finalise the budget planning process according to schedule. Failure to adopt and exhibit draft Delivery Program, Operational Plan, Budget, and Fees and Charges documents would represent a breach of the Local Government Act 1993.

Sustainability Assessment:

•     Environment

There are no environmental impacts associated with the preparation of this report; however, the draft documents provide a foundation to support the maintenance and enhancement of Council programs to protect the Coffs Harbour LGA environment. 

•     Social

Consistent with the MyCoffs Community Strategic Plan, the draft documents include a range of strategies to enhance the social development of the Coffs Harbour LGA. 

•     Civic Leadership

The documents are key components of the Integrated Planning and Reporting framework which enables Council to identify and respond to community aspirations and co-ordinate the provision of appropriate works and services to help achieve the city’s strategic objectives. The documents have been informed by the MyCoffs Community Strategic Plan.

•     Economic – Broader Economic Implications

Council has undertaken a number of initiatives to assist the community recovery due to COVID-19, flooding and bushfires 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.

•     Economic - Delivery Program/Operational Plan Implications

The development and implementation of the Delivery Program, Operational Plan, Budgets and Fees and Charges documents are accommodated within Council’s budget structure. This expenditure is monitored through Council’s monthly and quarterly budget reviews.

Risk Analysis:

The draft Delivery Program, Operational Plan, Budgets and Fees and Charges documents are a legislative requirement and will be placed on public exhibition prior to their final adoption by Council. Providing an opportunity for community engagement in the review of these documents reduces Council’s risk and enables the community to provide public submissions on Council’s proposed activities.

Consultation:

During the year, Councillors and staff have reviewed Council’s strategic priorities and resourcing options to assist with the review of the 2017-2022 Delivery Program and the development of the Draft 2021/22 Operational Plan.

Community requests made during the year for specific works or services have been considered in the framing of the draft 2021/22 Operational Plan and Budgets. This process will be continued with the receipt of submissions received through public exhibition.

Related Policy, Precedents and / or Statutory Requirements:

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

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).

Implementation Date / Priority:

Subject to Council approval, the draft documents will be placed on public exhibition for a 28-day period from 14 May 2021.

Conclusion:

It is recommended that Council resolve to place the draft documents on public exhibition.

The Integrated Planning and Reporting framework requires Council to prepare a Delivery Program following each ordinary election which specifies the activities to be undertaken for the four-year period of the election term. The Delivery Program is reviewed annually and executed with an Operational Plan which specifies the work to be undertaken and budgeted for in that financial year. These two documents are the key planning documents which enable Council to deliver on the MyCoffs Community Strategic Plan objectives. Accompanying these documents are the Draft 2021/22 Delivery Program Budgets and Draft 2021/22 Fees and Charges.

Endorsement of the draft documents by Council will enable public exhibition to provide opportunities for community engagement and public submissions on Council’s proposed activities for the next financial year.

Endorsing the draft documents is in line with the timeframes and legislative requirements set out in the Integrated Planning and Reporting provisions of the Local Government Act 1993.

 


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SC21/20       Community Participation and Engagement Plan - Post Exhibition

Author:                        Section Leader Community Planning & Engagement

Authoriser:                  Acting Director Sustainable Communities

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              ATT1  SC21/20   Community Participation and Engagement Plan  

 

Executive Summary

Council’s current Community Participation and Engagement Plan (CPEP) was 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.

Further amendments were 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 present the outcomes of the public exhibition process and to seek Council adoption of the revised Community Participation and Engagement Plan.

 

Recommendation:

That Council adopt the revised Community Participation and Engagement Plan.

 

Report

Description of Item:

The Community Participation and Engagement Plan (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.

Public exhibition of the revised CPEP was undertaken from 1 March 2021 to 28 March 2021. No submissions were received during the exhibition period.

The purpose of this report is to present the outcomes of the public exhibition process and to seek Council adoption of the revised CPEP as shown in Attachment 1.

Issues:

Submissions Received

There were no submissions received during the exhibition period from 1 March 2021 to 28 March 2021. The revised CPEP was published on Council’s Have Your Say community engagement page with supporting information, and at Council’s administration building and three library branches during the exhibition period.

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. 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 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 as required. 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, Environmental Planning & Assessment Regulation 2000 and Local Government Act 1993. The revised CPEP also aligns with Council’s adopted Community Engagement and Submissions Policies.

Implementation Date / Priority:

The revised CPEP will be uploaded to the ePlanning portal, Council website and Have Your Say once adopted by Council.

Conclusion:

The CPEP has been revised 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 Local Government Act 1993. The CPEP aligns with Council’s adopted Community Engagement and Submissions Policies. It is recommended that Council adopt the revised CPEP.

 

 


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SC21/21       Youth Issues and Options Paper - Post Exhibition - Next Steps

Author:                        Section Leader Community Planning & Engagement

Authoriser:                  Acting Director Sustainable Communities

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

Attachments:              ATT1  SC21/21   CONFIDENTIAL Submissions

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

 

Executive Summary

The Youth Issues and Options Paper provided the community with a comprehensive research paper outlining the current context for young people in the Local Government Area (LGA). It also undertook to collate and communicate the services Council provides to young people in the community, and was the first time a consolidated view of these activities had been articulated.

The Youth Issues and Options Paper was placed on exhibition 27 July to 24 August 2020, and a deeper engagement exercise was also undertaken with the service sector.

The priority recommendation from the youth service sector was for Council to develop a Youth Strategy and Policy, to incorporate other recommendations received during the engagement. The development of a Youth Strategy and Policy will commence in the second half of 2021.

 

Recommendation:

That Council:

1.       Note that in response to the engagement undertaken with the Youth Issues and Options Paper, a Youth Strategy and Policy will be delivered in 2021/22.

2.       Notify participants of Council’s decision.

 

Report

Description of Item:

The approach to understanding the situation for the youth cohort in the Coffs Harbour Local Government Area (LGA) has been to produce a substantial research paper and seek to engage the community in understanding young people’s needs and Council’s options for working with youth and the sector.

On 23 July 2020, Council resolved to:

1.       Endorse the Youth Issues and Options Paper and place on public exhibition for a minimum of 28 days.

2.       Receive a further report with recommendations for Council’s consideration post exhibition.

Public exhibition of the Youth Issues and Options Paper was undertaken from 27 July to 24 August 2020. Council received 14 submissions, conducted 11 surveys and 10 interviews were completed during the subsequent engagement period.

The clear priority of the service sector is that Council develops a Youth Strategy and Policy, to guide Council’s further activity in the sector. The findings from the Youth Issues and Options Paper engagement process will form the basis of the strategy development and action prioritisation.

Issues:

The Youth Issues and Options Paper offered a needs assessment of key issues relating to young people and presented a broad overview of all of Council’s existing touchpoints with young people across the LGA via various services, programs and outreach.

Young people are known to be one of the most heavily impacted community cohorts from the economic and social consequences of the COVID-19 pandemic. Young people in the community have disproportionately borne the load of education disruption, structural changes to the employment market, are exhibiting poorer mental health outcomes and experienced a greater vulnerability to volatility in home circumstances.

Children and young people comprise over 30% of the population in the Coffs Harbour LGA. Young people, those aged between 12 – 25 years, account for approximately half of that. At present, Council does not have a youth policy or strategy. 

Overview of the engagement

The overarching response from stakeholder engagement was positive. The service sector in particular were complimentary about Council undertaking the research and consultation in response to their long-term advocacy efforts. There is a continued current of concern and a desire to see Council step into a more active role in the youth arena. The consolidated view of Council’s existing service levels for young people provided in the Youth Issues and Options Paper was appreciated.

Engagement approach

During the 28-day public exhibition process three engagement methods were used to get youth sector perspectives and buy-in. These were: submissions, a survey and 10 people were interviewed. The interviewees comprised of nine people from six service providers, and one young person from the NSW Government’s Regional Youth Taskforce who is also a refugee.

Respondents were invited to:

-     Provide feedback on the issues and needs assessment presented in the paper.

-     Identify any opportunities they saw to partner with Council on youth projects.

-     Identify impacts they, their service or clients were experiencing due to COVID-19.

-     Identify any actions Council can take to alleviate issues caused by COVID-19.

-     To share any ideas for better engaging with youth.

-     To rank the options presented in the paper.

-     To comment on the options presented in the paper.

-     To provide any additional options they felt would address the issues identified in the paper.

The survey enabled participants to rank the options identified in the Issues and Options paper in accordance with perceived importance.

Recommendations received

The engagement process identified 17 recommendations. The highest priority recommendation was to develop a Youth Strategy and Policy. It is proposed to commence this work at the commencement of the 2021/22 year. A further recommendation was for Council to support a youth forum which Council is proposing to hold in line with the review of the Community Strategic Plan.

The remaining recommendations will be used to lead an engagement initiative with young people to develop a Youth Strategy and Policy with youth voices at the heart. This strategy will contain the future initiatives to be considered by Council and marry the service sector perspective with that of the community’s young people.

Options:

There are three options that may be considered by Council:

1.   Adopt the recommendation to develop a Youth Strategy and Policy.

2.   Amend the recommendation.

3.   Reject the recommendation.

It is recommended that Option 1 be undertaken.

Sustainability Assessment:

•     Environment

The city’s connectivity and liveability from the perspective of young people is being brought to the fore, and future design considerations around mobility and safety for young people within the LGA have been raised in the Issues and Options report and recommendations.

•     Social

Council recognises the particular needs of young people, and is committing to continue to support the youth sector and young people to improve the lived experience of this cohort.

•     Civic Leadership

Progressing in a considered way through the recommendations arising from the consultation process will ensure that the Council continues to demonstrate its commitment to provide for the range of people who call the region home. Particular effort to grow the LGA and provide attractive opportunities for young people to remain and contribute to the community shows a strategic approach to catering for the future needs of the community.

•     Economic – Broader Economic Implications

Ensuring that the Coffs Harbour LGA is an attractive locale for young people to stay ensures the community has a vibrant younger cohort which balances the trend toward an ageing population.

•     Economic - Delivery Program/Operational Plan Implications

Development of a Youth Strategy and Policy has been programmed in the 21/22 Operational Plan, using existing resources. An application for grant funding to support and enhance this initiative has been submitted.

Risk Analysis:

The Youth Issues and Options Paper represents the first step in determining what the core challenges are for young people in the Coffs Harbour LGA and provides the community and youth sector with a single consolidated view of the activity Council undertakes at present. This assists with managing reputational risk for Council, and helps increase the degree of transparency around the servicing of young people which is already taking place.

Developing a Youth Strategy and Policy will assist Council in taking a systematic approach to the needs of this important cohort over the short to medium term planning horizon.

Consultation:

The Youth Issues and Options Paper was placed on public exhibition for 28 days on Council’s Have Your Say page and 14 submissions were received.

11 stakeholders took part in a quick survey to rank the options presented in the paper and provide further feedback, and key stakeholder interviews were undertaken with 10 youth service practitioners.

Related Policy, Precedents and / or Statutory Requirements:

Community Engagement Policy

Community Participation and Engagement Plan 2021

MyCoffs Community Strategic Plan

COVID-19 Pandemic Response and Recovery Plan

Implementation Date / Priority:

Should the proposed approach be endorsed, Council will progress the Youth Strategy and Policy in the 2021/22 Operational Plan.

Conclusion:

The youth service sector identified the number one priority for Council’s work with the sector and young people is the development of a Youth Strategy and Policy. This report proposes that Council proceed with this action, and consider the remaining 16 recommendations in a contextualised and strategic manner. The Youth Strategy and Policy will be developed with the voices of young people at the forefront.

 


SC21/22       Draft Coffs Harbour Heritage Strategy 2021 - 2024

Author:                        Planner / Urban Designer

Authoriser:                  Acting Director Sustainable Communities

MyCoffs:                      C.1 Liveable neighbourhoods with a defined identity

Attachments:              ATT1  SC21/22   ATT1 SC21/22 Draft Coffs Harbour Heritage Strategy 2021-2024

ATT2  SC21/22   Summary of Heritage Strategy Performance 2017-2020  

 

Executive Summary

Coffs Harbour City Council developed its initial heritage strategy in 2003 and has subsequently operated a heritage advisory program over the last seventeen years. The strategy identifies how its heritage program will be implemented and how its heritage advisory committee, heritage advisory program and local heritage fund will operate. It has been regularly updated since its inception.

The purpose of this report is to seek Council’s endorsement to publicly exhibit the draft Coffs Harbour Heritage Strategy 2021 to 2024 (Attachment 1); and to provide Council with a review of the performance of its current heritage strategy for the 2017 to 2020 period (Attachment 2).

 

Recommendation:

That Council:

1.       Endorse for public exhibition the draft Coffs Harbour Heritage Strategy 2021 – 2024 for a 28-day period (Attachment 1).

2.       Note the summary of heritage strategy performance 2017 - 2020 (Attachment 2).

3.       Note that a further report will be brought back to Council for consideration following public exhibition of the Coffs Harbour Heritage Strategy 2021 – 2024.

 

Report

Description of Item:

Coffs Harbour first prepared a heritage strategy in 2003 and has subsequently operated a heritage program for over seventeen years. The strategy was updated in 2006, 2009, 2011, 2014 and again in 2017. The next revision of the strategy, as outlined in this report, is to apply to the 2021 to 2024 period.

The Draft Coffs Harbour Heritage Strategy 2021 – 2024 (Attachment 1) has been developed in accordance with relevant legislation and guidelines developed by the former NSW Office of Environment and Heritage. The draft strategy is based on the Heritage Council publication “Recommendations for local council heritage management”.

The former NSW Office of Environment and Heritage has previously contributed funding toward the cost of facilitating a heritage advisory program, as well as the establishment of a local heritage fund to assist landowners of heritage listed sites in the general maintenance and care of their properties. This assistance from the NSW Government is to continue through Heritage NSW, which is part of the NSW Department of Premier and Cabinet.

The primary goal of Council’s heritage advisory program and heritage advisor is to assist Council and the community in preserving the heritage of the area through management advice and recommendations. Heritage items include buildings, sites, relics, heritage landscapes, precincts (such as main streets), cemeteries, archaeological sites, industrial heritage sites and movable items.

Issues:

·      Heritage Strategy

Draft Coffs Harbour Heritage Strategy 2021 – 2024 (Attachment 1) identifies how Council will implement its heritage program and includes provisions that relate to:

-     the continuation of the Heritage Advisory Committee;

-     the identification and review of potential heritage items;

-     the continued production of heritage brochures;

-     the continued administration of the Local Heritage Fund;

-     the continued production of themed heritage trails; and

-     the promotion of cultural heritage awareness.

A review of the performance of Council’s current heritage strategy for the 2017 to 2020 period is provided (Attachment 2). Some of the achievements include the State Heritage Listing of the First Sikh Temple in Hastings Street Woolgoolga and nomination of State Heritage Listing for the Arrawarra Fish Traps, the Coffs Harbour Jetty and the Ulong Sawmill.

·      Local Heritage Fund

Council’s local heritage fund has been operating since 2003 and is offered to owners of heritage listed properties and properties located within heritage conservation areas at Coramba and Sawtell. Council and Heritage NSW jointly fund the scheme to provide financial assistance to owners of heritage listed properties to undertake maintenance of those heritage items.

The benefits of the fund include financial relief for maintenance of heritage listed items; increased community participation; and proactive conservation and management of heritage within the Coffs Harbour LGA.

Within the 2017 to 2020 period, Council’s local heritage fund provided $42,653 of financial assistance for owners of heritage listed properties and properties within the Sawtell and Coramba heritage conservation areas.

Options:

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

1.   Resolve to adopt the recommendations of this report.

2.   Resolve to undertake an alternative approach.

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

Option 1 is recommended as the suitable course of action.

Sustainability Assessment:

•     Environment

The recommendations and actions contained within draft Heritage Strategy 2021 – 2024 will not result in any adverse environmental impacts.

•     Social

The Coffs Harbour LGA includes European heritage items from the mid-19th century, as well as Aboriginal cultural heritage from a much earlier period. Many of these items provide first-hand information about how Coffs Harbour developed, who played a part in this development, how they lived their lives and how they built their living environment. These items provide Coffs Harbour with its natural and built heritage and are therefore worthy of passing on to future generations. Conserving our heritage helps us to understand our past and to contribute to the lives of future generations. It gives us a sense of continuity and belonging to the place where we live and a sense of place.

•     Civic Leadership

Council’s strategic planning documents help to ensure transparency and accountability in local government. Their implementation enables Council to identify and respond to community issues and concerns. A better understanding of our heritage helps us to understand our past and to contribute to the lives of future generations.  Draft Coffs Harbour Heritage Strategy 2021 – 2024 supports the MyCoffs Community Strategic Plan by enriching cultural life and promoting development that is environmentally, socially and economically responsible.

•     Economic – Broader Economic Implications

Maintaining heritage items can provide scope for the employment of people with specialist skills and training in this field. Heritage items and conservation areas can be beneficial to the local economy and add value to initiatives such as the Sawtell Chilli Festival and the Woolgoolga CurryFest.

•     Economic - Delivery Program/Operational Plan Implications

Council has allocated $29,900 in its current Operational Plan for its heritage program. The following financial assistance has been provided to Council by the NSW Government (Heritage NSW) for the 2020 to 2021 financial year:

-     $1 for $1 grant per year for the heritage advisory service.

-     $1 for $1 grant per year for the local heritage fund.

Council has submitted applications with Heritage NSW to continue this joint funding arrangement beyond 2021. The outcome of such applications will be known by mid-2021. Continued funding from the NSW Government relies upon the adoption of a heritage strategy for the 2021 to 2024 period (the subject of this current report to Council).

Risk Analysis:

The evolution of Council’s heritage strategy over the last seventeen years has involved significant community engagement. Draft Heritage Strategy 2021 – 2024 will be placed on public exhibition prior to its adoption, thereby reducing Council’s risk.

Consultation:

If endorsed, draft Coffs Harbour Heritage Strategy 2021 – 2024 (Attachment 1) will be placed on public exhibition for a 28-day period. Consultation will be undertaken in accordance with Council’s Community Participation and Engagement Plan 2019, as follows:

Project Stage

Inform

Consult

Involve

Collaborate

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. Draft Coffs Harbour Heritage Strategy 2021 – 2024 will assist in meeting what the community values in relation to heritage within the Coffs Harbour LGA.

Related Policy, Precedents and / or Statutory Requirements:

The draft strategy has been developed in accordance with relevant legislation such as the Heritage Act 1977, Environmental Planning and Assessment (EP&A) Act 1979 and Local Government Act 1993.

Implementation Date / Priority:

Should Council resolve to endorse the draft Coffs Harbour Heritage Strategy 2021 – 2024 for public exhibition, the outcomes of the exhibition process will be reported back to Council.

Conclusion:

Draft Coffs Harbour Heritage Strategy 2021 – 2024 outlines the framework in which Council’s heritage program will continue to operate over the 2021 to 2024 period. A review of Council’s current heritage program demonstrates its success in maintaining and promoting heritage within the Coffs Harbour LGA. Continued funding from the NSW Government is reliant upon Council having a heritage strategy in place.

The purpose of this report is to provide Council with a review of the performance of its current heritage strategy for the 2017 to 2020 period and to seek Council’s endorsement to publicly exhibit draft Coffs Harbour Heritage Strategy 2021 to 2024 (Attachment 1).

 


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SC21/23       RFT-1332-TO - Construct Animal Impound Facility at Christmas Bells Road, Coffs Harbour

Author:                        Section Leader Compliance and Regulatory Enforcement

Authoriser:                  Acting Director Sustainable Communities

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

Attachments:              ATT1  SC21/23   CONFIDENTIAL Contract No. RFT-1332-TO Tender Assessment

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

 

Executive Summary

At its Ordinary Meeting 12 September 2019, Council considered a report in relation to the outcome of an expression of interest process and an approach to the RSPCA NSW relating to the purchase of land and facilities needed to meet Council’s statutory animal impounding service provisions.

These actions were taken in response to the advice from RSPCA NSW of their planned withdrawal from the provision of animal impound services.  At this meeting, it was resolved that Council:

1.     Thank the parties who submitted an expression of interest for their efforts and advise their submission did not meet Council’s needs on this occasion.

2.     Thank the RSPCA NSW for their response and reciprocate Council’s willingness to maintain a relationship that will benefit the future service needs of both parties.

3.     Confirms Lot 1 DP 1080285, Christmas Bells Road, Coffs Harbour as the preferred site for construction of an animal impounding facility and allocates $30,000 for the preparation of a development application (funding source to be identified at Quarterly Budget Review).

4.     Receive a further report upon obtaining development consent with detailed costing for the construction of the animal impounding facility.

The matter has since progressed with a Development Consent having been obtained.  Tenders for the construction of the facility have also been received providing detailed costing to construct the facility.

This report provides details of the tender evaluation and recommends that Council adopt the recommendation in the attached report.

 

Recommendation:

That Council consider tenders received for RFT-1332-TO Construct Animal Impound Facility at Christmas Bells Road, Coffs Harbour and move the motion as detailed in the confidential attachment.

 

Report

Description of Item:

The proposed construction of an animal impound facility has progressed in accordance with Council’s resolution of 12 September 2019 with Development Consent for the proposal having been obtained in May 2020.  Building design work was subsequently completed to enable detailed costing to be obtained through a market tender process.

Tenders were advertised through the Tenderlink system, and were sought on the open market to provide a lump sum price. Tenders closed on March 31, 2021, 10am with a 90-day validity period.

Tenders were evaluated on the following criteria:

-     Tender price and value for money

-     Relevant experience and references

-     Construction method and construction program

-     Work health & safety management systems and performance

Five tenders were received from the following companies:

1.   Connex Management and Construction Pty Ltd

2.   Van Mal Group Construction Pty Ltd

3.   Building Heights Pty Ltd

4.   A W Edwards Pty Limited

5.   Coffs Harbour Fencing

The response from Coffs Harbour Fencing was deemed non-compliant by the Tender Evaluation team and was not considered further, with 4 conforming tenders assessed.

This report and the confidential attachment provides details of the tender prices and evaluation, and recommends that Council adopt the recommendation in the attached report.

Issues:

The four conforming tenders evaluated were all above the provisional project budget. The evaluation panel has considered the conforming tenders in accordance with the methodology and documentation in accordance with Council’s Procurement Policy to ensure compliance with the relevant Acts and Regulations.

To progress this project to completion, additional budget allocation is required. This is detailed in the confidential attachment to this report.

The costs detailed within the confidential report do not include the ongoing operational costs.  The operational aspects and associated costs for the delivery of services from a newly constructed facility are yet to be determined. The mode of service delivery and associated costs will be considered and determined during the construction phase of the facility and will be presented in the 2021/22 Delivery Program/Operational Plan. Service delivery options will include the exploration of interest from the private sector to provide the required services from the new facility.

Options:

1.   Adopt the recommendations in the confidential attachment.

2.   Amend the recommendations in the confidential attachment. This may put the project and external funding at significant risk.

3.   Not accept the tender and call new tenders. This is not seen to provide an advantageous result for Council as it would delay the project and potentially impact the recently negotiated contract with the RSPCA for a 12 month extended service provision.

Sustainability Assessment:

•     Environment

There are no specific environmental issues associated with the tender.  The proposed works have been subjected to an appropriate level of assessment under the Environmental Planning and Assessment Act 1979.

•     Social

There are no social implications associated with this report.  The development approval and related consents consider relevant social considerations.

•     Civic Leadership

The tender is consistent with a range of strategies within the MyCoffs Community Strategic Plan. The project will provide Council with a suitable facility to meet and deliver its statutory animal impounding responsibilities.

•     Economic – Broader Economic Implications

Council is currently reliant on a third party provider for the provision of its animal impounding service responsibilities and does not have its own impounding facility. The RSPCA’s withdrawal of services (and use of their facility) has exposed Council’s ability to meet its animal impounding service responsibilities in the absence of other options.  The construction of its own animal impounding facility will enable Council to consider different operational service models to obtain the most economical service outcome.  It will also help ‘future proof’ Council from economic impacts that may arise due to the withdrawal of a third party provider’s service at short notice.

The recommended tenderer has previously done work for Coffs Harbour City Council and will utilise local subcontractors and suppliers.

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

•     Economic - Delivery Program/Operational Plan Implications

Council previously resolved to fund both the development application and detailed design (both now complete).

A provisional amount of $1,150,000 was included in the 20/21 budget on the understanding of the need to finalise and obtain detailed design. With detailed design now complete, and tenders assessed, further funding is required as outlined in the confidential attachment.

These figures do not include ongoing operational costs.  The operational aspects and associated costs for the delivery of services from a newly constructed facility are yet to be considered and determined. These costs will be presented in the 2021/22 Delivery Program/Operational Plan and are currently being finalised for the Long Term Financial Plan.

Risk Analysis:

Council’s current service arrangement with the RSPCA is due to finish on 1st December 2021 with a month by month continuation thereafter, terminable by either party with one month’s notice. Council may face the risk of having to find alternative animal impounding service arrangements if the construction project is not completed by December 2021 and the RSPCA decide to terminate services in accordance with the agreement.

The methodology and documentation for this Tender was in accordance with Council’s Procurement Policy to ensure compliance with the relevant Acts and Regulations. Council’s exposure to ongoing commercial and legal risk is also minimised through the adoption of a Council approved legal agreement where clearly articulated obligations are placed on both parties.

Quality, safety and environmental risks will be controlled and monitored during the term of the contract by Council’s Strategic Asset Management Group.

Consultation:

Council has undertaken various consultation processes leading up to this point which has included:

·    Undertaking an expression of interest process to determine if there was interest from the public sector to meet Council’s animal impounding service needs.

·    Direct consultation with the RSPCA was undertaken in accordance with an earlier Council resolution; no suitable providers were identified;

·    The development application for the animal impounding facility was subject to a public notification process prior to determination – no submissions were received;

·    The animal facility has been advertised through the Tenderlink system seeking interest from the open market to provide a lump sum price to construct the facility – this report provides details of the tender prices for Councils consideration

Related Policy, Precedents and / or Statutory Requirements:

The following Acts have relevance to Council’s statutory responsibilities associated with the provision of animal impounding facilities:

-     NSW Companion Animals Act 1998 – No 87

-     Impounding Act 1993

-     Local Government Act 1993

-     Animal Research Act 1993

Tendering procedures were carried out in accordance with Council’s adopted Policy and Procedures as well as meeting statutory obligations under the Local Government (General) Regulation 2005 – Part 7 Tendering Division 1 Preliminary 163 Section 55.

Council’s Tender Evaluation System has been applied during the tender review process.

Implementation Date / Priority:

The adoption of the recommendation of this report will result in the project progressing with the appointment of the successful tenderer with construction expected to be commenced in late May or June 2021.

Conclusion:

A thorough tender evaluation program including significant value management has been undertaken with Council’s appointed tender evaluation team for Contract RFT-1332-TO. It is proposed that additional budget allocation is committed and the tender is awarded (as detailed in the confidential attachment) in order to proceed and complete the construction of the Animal Impound Facility.

 


SC21/24       Coffs Harbour Regional City Action Plan 2036

Author:                        Section Leader Local Planning

Authoriser:                  Acting Director Sustainable Communities

MyCoffs:                      A.1 A vibrant and inclusive place

Attachments:              ATT1  SC21/24   Coffs Harbour Regional City Action Plan 2036  

 

Executive Summary

The North Coast Regional Plan 2036, prepared by the NSW Government in 2017, identified Coffs Harbour as one of four regional cities on the NSW North Coast. A priority action within that Plan was for the development of a regional city action plan for Coffs Harbour. The Coffs Harbour Draft Regional City Action Plan (RCAP) 2036 was prepared by the NSW Government in collaboration with Council and placed on exhibition from 5 June to 31 July 2020. The final Coffs Harbour RCAP 2036 has now been published by the NSW Government and is provided to Council (Attachment 1).

The purpose of this report is to formally advise Council that the Coffs Harbour RCAP 2036 is now finalised and to also advise that there will be various Collaboration Opportunities arise with the NSW Government as a result of finalisation of the Plan.

 

Recommendation:

That Council:

1.    Note the Coffs Harbour Regional City Action Plan 2036 (Attachment 1).

2.    Note there will be various collaboration opportunities with NSW Government agencies as a result of the finalisation of the Coffs Harbour Regional City Action Plan 2036.

 

Report

Description of Item:

At its Ordinary Meeting 23 July 2020, Council received a report advising that the NSW Government, in collaboration with Council, had prepared the Coffs Harbour Draft RCAP 2036 and that it was on exhibition. At that time, it was resolved that Council:

1.   Note the Coffs Harbour Draft Regional City Action Plan 2036 (Attachment 1).

2.   Endorse a submission to the NSW Government on the exhibited Coffs Harbour Draft Regional City Action Plan 2036 (Attachment 2).

The Coffs Harbour Draft RCAP 2036 was exhibited by the NSW Government for an extended 56-day consultation period from 5 June to 31 July 2020. The exhibition included targeted workshops and one-on-one interviews with stakeholders and members of the public. The RCAP 2036 was finalised by the NSW Minister for Planning and Public Spaces in March 2021 and is now in force.

The Coffs Harbour RCAP 2036 responds to the expected population growth with a coordinated approach to align infrastructure delivery with sustainable housing in ways that make best use of available land and access to services. It includes seven key collaboration opportunities and 20 objectives for government agencies to work with Coffs Harbour City Council to deliver for the regional city of Coffs Harbour.

The study area for the Coffs Harbour RCAP 2036 is identified as being the Coffs Harbour City urban area, stretching from Korora south to include the Coffs Harbour Airport and the South Coffs Enterprise Area; west to the Pacific Highway Bypass Corridor and including North Boambee Valley; and east to the ocean (Attachment 1, Page 6-7). It does not cover the whole Coffs Harbour Local Government Area.

Issues:

·    Resourcing Implications and Opportunities

The Coffs Harbour RCAP 2036 lists five goals (Meet, Move, Play, Work and Live) and 20 objectives. It states that the collaboration of state and local government, community and industry groups and other stakeholders will be pivotal to the planning and delivery of the final RCAP and its identified actions. To this end, the RCAP includes seven regional city Collaboration Opportunities, which are to be delivered collaboratively between various NSW Government agencies and Coffs Harbour City Council.

When the draft RCAP was reported to Council in July 2020, the report included an issue that there would be implications in undertaking the Collaboration Opportunities outlined in the draft Plan in terms of Council’s Delivery Program and Long Term Financial Plan, even though the inclusion of the Collaboration Opportunities would assist Council to drive resource and capacity into these outcomes. Part of the submission endorsed by Council at its Ordinary meeting of 23 July 2020 was that Council request that the final Coffs Harbour RCAP 2036 contain additional wording to reference possible mechanisms for implementation of the Plan and for providing financial assistance to Council in implementation of the Plan. There appears to be little update to such wording in the final Plan. It appears that mechanisms for financial assistance to Council to deliver the Collaboration Opportunities is limited, however there may be opportunities to seek grant funding from various NSW Government agencies to assist.

·    Council’s submission to the draft RCAP

Council's submission to the draft RCAP 2039 included:

-     That a future additional entry/exit point in to the Jetty Foreshores Precinct to facilitate the redevelopment of the precinct within the NSW Government's current master planning process be included in the draft RCAP.

-     That cultural and creativity elements of the plan by significantly strengthened in the draft RCAP.

Both matters were addressed and are now included within Collaboration Opportunities 4 and 6 respectively and other Objectives of the final RCAP. It is considered that these elements of Council's submission were achieved.

Options:

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

1.   Resolve to adopt the recommendations of this report.

2.   Resolve to undertake an alternative approach.

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

Option 1 is recommended as the suitable course of action.

Sustainability Assessment:

•     Environment

The Coffs Harbour RCAP 2036 provides for environmentally sustainable growth within the Coffs Harbour regional city. This reflects Council’s long-term strategic vision for the City as endorsed in the MyCoffs Community Strategic Plan, the Coffs Harbour Local Strategic Planning Statement and the Coffs Harbour Local Growth Management Plan vision.

•     Social

The Coffs Harbour RCAP 2036 provides for social impacts associated with managing socially suitable increases in population growth and evolving housing and accommodation needs.

•     Civic Leadership

The NSW Government has proposed a collaborative approach between Council and its various agencies toward the implementation of the RCAP 2036.

•     Economic – Broader Economic Implications

The Coffs Harbour RCAP 2036 aims to assist to activate Coffs Harbour as a growing regional city. The finalisation and implementation of the Coffs Harbour RCAP 2036 will play a crucial role in supporting our community, environment, and economy through good planning for growth and development. This will assist in job retention and drive job creation.

•     Economic - Delivery Program/Operational Plan Implications

The Coffs Harbour RCAP 2036 is a NSW Government plan. However, because it identifies a number of Collaboration Opportunities for joint delivery by Council and the NSW Government, there are resourcing implications and opportunities for Council’s adopted Delivery Program and Long Term Financial Plan.

Risk Analysis:

The final Coffs Harbour RCAP 2036 is published by the NSW Government, who undertook all consultation during the exhibition period.

Consultation:

Because this is a NSW Government project, Council did not undertake the consultation exercises during the extended exhibition period between 5 June and 31 July 2020. Various Council staff and Councillors participated during some of the consultation workshops. Council lodged a detailed submission with the NSW Government prior to closure of the exhibition period, as reported to Council on 23 July 2020.

Related Policy, Precedents and / or Statutory Requirements:

The North Coast Regional Plan 2036 requires that the Coffs Harbour RCAP 2036 be prepared by the NSW Government. Council’s Local Strategic Planning Statement 2020 and Local Growth Management Strategy are also required to be completed in accordance with the requirements of the North Coast Regional Plan and the final Coffs Harbour RCAP 2036.

Implementation Date / Priority:

The final Coffs Harbour RCAP 2036 was published in March 2021 and came into force on the day that it was published on the NSW Government’s Planning Portal.

Conclusion:

The purpose of this report is to formally advise Council that the Coffs Harbour RCAP 2036 is now finalised (Attachment 1) and to advise that various Collaboration Opportunities are expected to arise with the NSW Government as a result of finalisation of the Plan.

 


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NOM21/10   Brelsford Park Masterplan

Attachments:          Nil

 

Motion:

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

"That a report be brought back detailing the plan for Council to proceed further with a Masterplan for Brelsford Park."

 

Rationale:

“Understanding that Brelsford Park has been included in the City Centre Masterplan but it has been some years since the plan was developed, at least 10 years, and many things have changed on the land.  Therefore it needs a fresh look.”

Staff Comment:

A report can be provided.

 


NOM21/11   Reactivation of Regional Waste Strategy Reference Group

Attachments:          Nil

 

Motion:

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

"That Council

1.   Invite Nambucca Shire Council and Bellingen Shire Council to reactivate the Regional Waste Strategy Reference Group, and

2.   Seek an urgent meeting the Reference Group to discuss collective and individual options for future waste strategies, including but not limited to 

·      Improved organic waste diversion

·      Current landfill capacity

·      Future landfill options

·      Diversion options for bulky good, construction and industrial streams and commercial streams.

3.   Provide the Reference Group with a comprehensive update on CHCC’s activities regarding future waste strategies.

4.   Write to contractors Handybin and seek their position regarding confidentiality of awards."

 

Rationale:

“Partner Councils previously developed a Regional Waste Strategy Reference Group to oversee implementation of the Regional Waste Strategy. This group has not met for approximately five years and could be reactivated to discuss regional solutions to our future waste processing.

Areas of shared interest include improved diversion rates for all streams of waste, alternative processing mechanisms, discussion of current, latent and future landfill options and more.

Waste is perhaps one of the most critical issues facing CHCC and other Councils and an urgent regional meeting is overdue to discuss waste-related issues.”

Staff Comment:

The June 2015 Terms of Reference for the previous Waste Strategy Reference Group includes a requirement that the membership of that Group be naturally terminated when the Strategy was finally adopted by the three Councils. Adoption of the Strategy occurred in November 2015.

It is suggested that the membership and the Terms of Reference of any reactivated Waste Strategy Reference Group be revisited as a part of the re-establishment process to reflect current requirements.

The timing for a new Regional Waste Strategy Reference Group is opportune given the expected publication of the NSW Government’s “20 Year Waste Strategy” within the next 6-8 weeks. The State Strategy will be a key informing document for future regional and local waste strategies. Staff can coordinate the required actions regarding points 1, 2 and 3 of the Motion. Point 4 is already in the process of being actioned via an earlier mechanism.

 


NOM21/12   Coffs Harbour Waste Disposal

Attachments:          Nil

 

Motion:

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

"That Council make immediate representation to the NSW State Government seeking support to identify a suitable site and apply for the relevant approvals in State Forest land to the West of Coffs Harbour to establish a new, short term, tip site. This site would aspire to serve Coffs Harbour from years 2027- 2040 with new technology anticipated to be applied and the State Forest site retired at this time."

 

Rationale:

“The current Coffs Harbour Tip is at the end of its lifetime. New technologies, whilst promising, are some way from practical application on the North Coast of NSW. Recent commissioned reports have confirmed this. A waste disposal solution is imperative for Coffs Harbour and decisive action is needed now. It is socially and environmentally irresponsible to shift our waste problems to other local government areas. This is not an ideal course of action but is the only practical solution to managing our waste in the medium term.”

Staff Comment:

The requested representations to the State Government can be made.

 


QON21/04    Gordon Street Project Loan Details

Author:                        Group Leader Financial Services and Logistics

Authoriser:                  Director Business Services

Attachments:              Nil

 

The following question on notice was received from Councillor Amos.

Question

Could council please provide an update on the loan negotiations with lenders for the Gordon Street Project?

 

Will this project be financed by T-Corp?

 

What total amount will be borrowed relating to this project, what are the expected terms of the loan, when are negotiations expected to be completed, assuming negotiations have not yet been finalised?

Response

Council is in the process of calling for expressions of interest from NSW Treasury Corporation (TCorp), ANZ Bank, Commonwealth Bank, National Australia Bank and Westpac Banking Corporation in providing the loan funding required for the Cultural and Civic Space Project.

 

Depending on the responses to the expressions of interest, a recommendation will be made to Council regarding the proposed institution to undertake the borrowing with.

 

The expression of interest will be for an amount of borrowing as resolved by Council for $50.265 million. Council will be asking for the loan to be over a 30 year period with a fixed period of 20 years, at which time the Council may choose to fix for a further 10 year period, move to a variable interest rate or pay the loan out. It is expected that the report recommending to drawdown these funds will be presented to the Council in July 2021.

 

Council also resolved to borrow an amount of $17 million, as an interim loan, for the component of the project funding identified from the sale of the following two properties:

 

·      Administration Building, 2 Castle St, Coffs Harbour (Lot 2 DP 566885, Lot 1 DP 566855, Lot 8 Sec 6 DP 758258);

·      Rigby House, 27-29 Duke Street Coffs Harbour (Lot 110 Sec DP 777398).

It is expected that this interim loan will be required later in the 2021/22 financial year and will be the subject of another expression of interest at this time. This will be a variable loan to allow Council to repay the loan as the sales of the buildings are completed.