Ordinary Council

 

Business Paper

 

date of meeting:

 

Wednesday 15 February 2017

location:

 

Council Chambers

17 Burrawan Street

Port Macquarie

time:

 

5:30pm


Community Vision                                  A sustainable high quality of life for all

 

 

 

 

Community Mission                               Building the future together

                                                                  People Place Health Education Technology

 

 

 

 

Council’s Corporate Values                  é   Sustainability

                                                                  é   Excellence in Service Delivery

                                                                  é   Consultation and Communication

                                                                  é   Openness and Accountability

                                                                  é   Community Advocacy

 

 

 

 

Council’s Guiding Principles                é  Ensuring good governance

                                                                  é  Looking after our people

                                                                  é  Helping our community prosper

                                                                  é  Looking after our environment

                                                                  é  Planning & providing our infrastructure

 


How Members of the Public Can  Have Their Say at Council Meetings

Council has a commitment to providing members of the public with an input into Council's decision making.  The Council's Code of Meeting Practice provides two (2) avenues for members of the public to address Council on issues of interest or concern at the Ordinary Council Meeting.   These are:

 

Addressing Council on an Agenda Item:

If the matter is listed in the Council Business Paper, you can request to address Council by:

·       Completing the Request to Speak on an Agenda Item at a Council Meeting”, which can be obtained from Council’s Offices at Laurieton, Port Macquarie and Wauchope or by downloading it from Council’s website.

·       On-line at

http://www.pmhc.nsw.gov.au/About-Us/How-Council-Works/Council-Committee-Meetings/Request-to-speak-on-an-Agenda-Item

 

Your request to address Council must be received by Council no later than 4:30pm on the day prior to the Council Meeting.

 

Council's Code of Meeting Practice sets out the following guidelines for addressing Council:

·      Addresses will be limited to 5 minutes.

·      If you wish any written information, drawings or photos to be distributed to the Council to support the address, two (2) copies should be provided to the Group Manager Governance & Executive Services prior to the commencement of the meeting.

·      Where speakers wish to make an audio visual presentation, a copy is to be provided to the Group Manager Governance & Executive Services by 4.30pm on the day prior to the Council Meeting.

·      Council will permit only two (2) speakers "Supporting" and two (2) speakers "Opposing" the Recommendation contained in the Business Paper.  If there are more than two speakers supporting and opposing, the Mayor will request the speakers to determine who will address Council.

 

Addressing Council in the Public Forum:

If the matter is not listed in the Council Business Paper, you can request to address Council by:

·       Completing the Request to Speak in the Public Forum at Ordinary Council Meeting”, which can be obtained from Council’s Offices at Laurieton, Port Macquarie and Wauchope or by downloading it from Council’s website.

·       On-line at

http://www.pmhc.nsw.gov.au/About-Us/How-Council-Works/Council-Committee-Meetings/Request-to-speak-in-a-Public-Forum

 

Your request to address Council must be received by Council no later than 4:30pm on the day prior to the Council Meeting.

 

A maximum of eight (8) speakers will be heard in the Public Forum.  Each speaker will be limited to 5 minutes.  Council may ask questions of speakers but speakers cannot ask questions of Council.

 

Council will not determine matters raised in the Public Forum session, however may resolve to call for a further report, when appropriate.

 

Speakers will be allowed to address Council in the Public Forum on the same issue no more than three (3) times in each calendar year.  (Representatives of incorporated community groups may be exempted from this restriction).

 


Ordinary Council Meeting

Wednesday 15 February 2017

 

Items of Business

 

Item       Subject                                                                                                      Page

 

 

01           Acknowledgement of Country............................................................................ 1

02           Local Government Prayer................................................................................... 1

03           Apologies......................................................................................................... 1

04           Confirmation of Minutes.................................................................................... 1

05           Disclosures of Interest..................................................................................... 29

06           Mayoral Minute

07           Confidential Correspondence to Ordinary Council Meeting................................. 33

08           Public Forum................................................................................................... 34

09           Ensuring Good Governance........................................................................... 35

09.01..... Status of Reports From Council Resolutions....................................... 36

09.02..... Performance Measurement Framework............................................... 42

09.03..... Project Management.......................................................................... 49

09.04..... Designated Persons.......................................................................... 53

09.05..... Disclosure of Interest Return.............................................................. 55

09.06..... Making a Decision About Future Rates............................................... 57

09.07..... Monthly Financial Review for January 2017......................................... 82

09.08..... Quarterly Budget Review Statement.................................................... 86

09.09..... Investments - December 2016............................................................ 95

09.10..... Investments - January 2017.............................................................. 104

09.11..... Glasshouse Quarterly Report And Update on Strategic Plan Recommendations           113

09.12..... 2016-2017 Operational Plan Quarterly Progress Report as at 31 December 2016           119

09.13..... Alternate Chairs for Committees ...................................................... 125

09.14..... Review of Select Council Committees............................................... 128

09.15..... Revised Economic Development Steering Group Charter and New Membership           134

10           Looking After Our People............................................................................. 136

10.01..... Contaminated Land Policy - Draft..................................................... 137

10.02..... Community Events Program to End of April 2017.............................. 143

11           Helping Our Community Prosper.................................................................. 150

11.01..... Changes to the NSW Crown Land Management Act 2016................... 151

11.02..... Construction Industry Action Plan..................................................... 155

11.03..... Commercial Activites on Council-managed Land Policy..................... 159

12           Looking After Our Environment.................................................................... 162

12.01..... DA2013 - 625.4 - Modification to Design of Previous Approved Medical Centre Including Clause 4.6 Objection to Clause 4.3 (Height Of Buildings) Of The Port Macquarie-Hastings Local Environmental Plan 2011 - Lot 180 DP 1197447, 8 Highfields Circuit, Port Macquarie....................................................................................................... 163

12.02..... DA2016 - 0657.1 - Residential Flat Building with Strata Subdivision Including Clause 4.6 Variation to Clause 4.3 (Height of Buildings) of the Port Macquarie Hastings Local Environmental Plan 2011 at Lot 2 & 3 DP 18259 and Lot 1 & 2 DP 1454, 52-58 Church Street, Port Macquarie................................................................................ 166

12.03..... DA2016 - 774.1 Multi Dwelling Housing And 1 Into 13 Lot Strata Subdivision At Lot 3 DP 634929, No. 1096 Ocean Drive, Bonny Hills....................................... 171

12.04..... DA2016 - 0798.1 - Demolition Of Existing Dwelling And Construction Of New Dwelling Including Clause 4.6 Variation To Clause 4.3 (Height Of Buildings) And Clause 4.4 (Floor Space Ratio) Of The Port Macquarie Hastings Local Environmental Plan 2011 At Lot 78 DP 232885, 28 Dent Crescent, Port Macquarie........................................ 194

13           Planning and Providing Our Infrastructure................................................... 197

13.01..... Building Better Regions Fund - Round 1 Funding Applications........... 198

13.02..... Asset Management Policy................................................................ 205

13.03..... Stormwater Drainage - Risks and Opportunities................................. 207

13.04..... Reclassification of Land for Hastings Regional Sports Complex........ 222

13.05..... Local Environmental Plan 2011 - Administrative Review [PP2016-7].... 227

13.06..... Planning Controls Over Signage in Public Areas - Post-Exhibition Review 242

13.07..... Deed of Variation - Laurieton Residential Resort Planning Agreement. 246

13.08..... Sienna Grange Residential Aged Care Facility Planning Agreement..... 248

13.09..... Optimising Utilisation of Port Macquarie Sports Fields...................... 250  

14           Questions for Next Meeting

15           Confidential Matters

Motion to move into Confidential Committee of the Whole............................... 259

15.01..... T-16-48 Wrights Creek Flood Study and Floodplain Risk Management Study and Plan

15.02..... T-16-56 Flynns Beach Seawall Construction (Stage 1)

15.03..... T-16-59 Pavement Rejuvenation Services

15.04..... Sewer Main Construction - Links Crescent to Elkhorn Grove Cul-De-Sac

Adoption of Recommendations from Confidential Committee of the Whole

 


AGENDA                                                                                Ordinary Council      15/02/2017

Item:          01

Subject:     ACKNOWLEDGEMENT OF COUNTRY

 

"I acknowledge that we are gathered on Birpai Land. I pay respect to the Birpai Elders both past and present. I also extend that respect to all other Aboriginal and Torres Strait Islander people present."

 

 

Item:          02

Subject:     LOCAL GOVERNMENT PRAYER

 

A Minister from the Combined Churches of Port Macquarie will be invited to deliver the Local Government Prayer.

 

 

Item:          03

Subject:     APOLOGIES

 

RECOMMENDATION

That the apologies received be accepted.

 

 

Item:          04

Subject:     CONFIRMATION OF PREVIOUS MINUTES

Recommendation

That the Minutes of the Ordinary Council Meeting held on 14 December 2016 be confirmed.

 


MINUTES                                                                             Ordinary Council Meeting

                                                                                                                        14/12/2016

 

 

 

PRESENT

 

Members:

 

Councillor Peter Besseling (Mayor)

Councillor Rob Turner

Councillor Michael Cusato

Councillor Sharon Griffiths

Councillor Peter Alley

Councillor Justin Levido

Councillor Geoff Hawkins

Councillor Lisa Intemann

Councillor Lee Dixon

 

 

Other Attendees:

 

General Manager (Craig Swift-McNair)

Acting Director of Community and Economic Growth (Liesa Davies)

Director of Corporate and Organisational Services (Rebecca Olsen)

Director of Development and Environment Services (Matt Rogers)

Director of Infrastructure and Asset Management (Jeffery Sharp)

Group Manager Governance and Executive Services (Blair Hancock)

Governance Support Officer (Bronwyn Lyon)

Communications Manager (Andy Roberts)

 

 

 

The meeting opened at 5:30pm.

 

 

01       ACKNOWLEDGEMENT OF COUNTRY

The Mayor opened the Meeting with an Acknowledgement of Country and welcomed all in attendance in the Chamber.

 

02       LOCAL GOVERNMENT PRAYER

Pastor Mark Minturn from the Port Macquarie Ministers’ Association delivered the Local Government Prayer.

 

03       APOLOGIES

Nil.

 

04       CONFIRMATION OF MINUTES

RESOLVED:  Levido/Intemann

That the Minutes of the Ordinary Council Meeting held on 16 November 2016 be confirmed.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

05       DISCLOSURES OF INTEREST

 

 

Councillor Cusato declared a Non-Pecuniary, Significant Interest in Item 11.03 - Port Macquarie Airport - Airport Advisory Group Charter and Airport Terminal Building Upgrade Steering Group Charter, the reason being that Councillor Cusato owns a hanger within the precinct of the Airport.

 

Councillor Dixon declared a Non-Pecuniary, Significant Interest in Item 13.08 - Draft Yippin Creek Structure Plan - consideration of submissions & re-exhibition, the reason being that Councillor Dixon has relatives that project manage the adjoining development at Glenview Park.

 

Councillor Dixon declared a Non-Pecuniary, Significant Interest in Item 15.05 - T-16-55 Fencing Supply and Installation for Second Hockey Field at Wayne Richards Park, the reason being that Councillor Dixon has personal links with the Hockey Association’s Senior Executive and was once a member of the Association Executive.

 

Councillor Levido declared a Non-Pecuniary, Significant Interest in Item 10.03 - DA2016 - 815.1 Dual Occupancy And Torrens Title Subdivision Into 2 Lots Including A Clause 4.6 Variation To Clause 4.4 (Floor Space Ratio) Of The Port Macquarie Hastings Local Environmental Plan 2011 At Proposed Lot 25 Summer Circuit (Seawide Estate), Lot 4 DP 615261, Ocean Drive, Lake Cathie, the reason being that Councillor Levido is a Partner in law firm Donovan Oates Hannaford and the firm acts for the current owner of the property being the subject of the report.

 

Councillor Levido declared a Non-Pecuniary, Significant Interest in Item 13.07 - Planning Proposal - Homedale Road, Kew, the reason being that Councillor Levido is a Partner in law firm Donovan Oates Hannaford and the firm acts for the owner of the property being the subject of the report.

 

Councillor Levido declared a Non-Pecuniary, Significant Interest in Item 13.08 - Draft Yippin Creek Structure Plan - consideration of submissions & re-exhibition, the reason being that Councillor Levido is a Partner in law firm Donovan Oates Hannaford and the firm acts for the owner of the property being the subject of the report.

 

Councillor Alley declared a Pecuniary Interest in Item 15.02 - T-16-41 Supply of Cisco Network Switch Equipment, the reason being that Councillor Alley will receive a financial benefit that is not available to members of the public from one of the organisations who submitted a quotation.

 

RESOLVED:  Turner/Cusato

That the Disclosures of Interest as presented be noted.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

06.01  Mayoral Discretionary Fund Allocations

RESOLVED:  Besseling

 

That the Mayoral Discretionary Fund allocations for the period 3 November to 30 November 2016 inclusive be noted.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

06.02  Tuffins Lane Sporting Fields

The Mayor tabled additional information in relation to this item.

 

RESOLVED:  Besseling

 

That Council:

1.       Delegate Authority to the Mayor and General Manager to enter into an Agreement with the Trustees of the Roman Catholic Church Diocese of Lismore/St Agnes Catholic Parish Port Macquarie for the lease/sub-lease (or similar Agreement) of the Tuffins Lane Sporting Fields in Port Macquarie on suitable terms to Council, including a lease/sub-lease term of between five (5) and ten (10) years.

2.       Request the General Manager table a report at a future meeting of Council detailing the terms of the Agreement entered into with the Trustees of the Roman Catholic Church Diocese of Lismore/St Agnes Catholic Parish Port Macquarie for the Tuffins Lane Sporting Fields in Port Macquarie.

3.       Notes a commitment from the Trustees of the Roman Catholic Church Diocese of Lismore/St Agnes Catholic Parish Port Macquarie to remove the Notice to Quit/Vacate recently served upon Council, upon settlement of the purchase of the Tuffins Lane Sporting Fields lands by the Trustees of the Roman Catholic Church Diocese of Lismore/St Agnes Catholic Parish Port Macquarie.

 

4.       Upon removal of such Notice to Quit/Vacate, commits to maintaining the sporting fields at the Tuffins Lane Sporting Fields Port Macquarie through a $100,000.00 minimum, annual in-kind contribution for the period of the proposed Agreement.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

07       CONFIDENTIAL CORRESPONDENCE TO ORDINARY COUNCIL MEETING

 

RESOLVED:  Levido/Hawkins

That Council determine that the attachments to Item Number 11.05 be considered as confidential, in accordance with section 11(3) of the Local Government Act.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

08       PUBLIC FORUM

The Mayor advised of an application to address Council in the Public Forum from:

1.       Mr Jamie Harrison regarding respect, Council’s Code of Conduct, censorship.

 

RESOLVED:  Turner/Griffiths

That the above request to speak in the Public Forum be acceded to.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

08.01     Respect, Council's Code of COnduct, Censorship

Mr Jamie Harrison addressed Council in regard to respect, Council’s Code of Conduct and censorship.  Mr Harrison also made reference to Council’s procurement and local content policy.

 

 

Requests to SPeak on An Agenda Item

The Mayor advised of requests to speak on an agenda item, as follows:

Item 13.09 - Mr Mike Parsons in support of the recommendation.

RESOLVED:  Turner/Alley

That the request to speak on an agenda item be acceded to.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

Suspension of Standing Orders

 RESOLVED:  Cusato/Dixon

That Standing Orders be suspended to allow Item 13.09 to be brought forward and considered next.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.09  Optimising Utilisation of Port Macquarie Sports Fields

Mr Mike Parsons, representing Football Mid North Coast, addressed Council in support of the recommendation and answered questions from Councillors.

 

RESOLVED:  Levido/Cusato

 

That Council:

1.       Note the information contained within the Optimising Utilisation of Port Macquarie Sports Fields Report.

2.       Note a report will be provided in February 2017 providing further detail on options to support the needs of local sporting user groups.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.01  Status of Reports From Council Resolutions

RESOLVED:  Intemann/Turner

 

That Council note the information in the Status of Reports from Council Resolutions report.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.02  Disclosure of Interest Return

RESOLVED:  Cusato/Griffiths

That the Disclosure of Interest return for Councillors Peter Alley and Lee Dixon be noted.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.03  Delegated Authorities - Certificate of Identification Issued Under the Swimming Pools Act 1992

RESOLVED:  Levido/Griffiths

 

That the seal of Council be affixed to the certificates of identification issued under the Swimming Pools Act 1992, for the following Council staff:

a)      Shannon McCaughey, Compliance Building Surveyor.

b)      Adam Bird, Ranger.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.04  Code of Conduct Complaint Statistics

RESOLVED:  Griffiths/Intemann

 

That Council note the Code of Conduct Complaint Statistics for the period 1 September 2015 to 31 August 2016.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.05  Council Steering Group Amendments

RESOLVED:  Intemann/Dixon

 

That Council adopt the amended  charters for the following Steering Groups:

1.       Stingray Creek Bridge Replacement Project Steering Group.

2.       Ocean Drive Duplication Steering Group.

3.       Port Macquarie Indoor Stadium Expansion Steering Group.

4.       Village Sewerage Scheme Steering Group.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.06  Notice of Motion - ICT Strategy Implementation Status

RESOLVED:  Hawkins/Levido

 

That the General Manager provide a report to the March 2017 Council Meeting on the status of the implementation of the ICT Strategy.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.07  Monthly Financial Review for November 2016

RESOLVED:  Hawkins/Cusato

 

That Council adopt the adjustments in the “Financial and Economic Implications” section of the Monthly Financial Review Report for November 2016.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.08  Rescission of "Backdating of Pensioner Concession Rebates" Policy

RESOLVED:  Hawkins/Alley

 

That Council:

1.         Note that when the “Pensioner Concession Rebate Policy” was adopted at the Ordinary Council Meeting in July 2015 following public exhibition, the policy which it replaced was not formally rescinded. This previous policy was titled “Backdating of Pensioner Concession Rebates Policy”. In order to correct this oversight it is a requirement that the prior policy be placed on public exhibition.

2.         Place on public exhibition from 27 January 2017 to 24 February 2017 the previous policy “Backdating of Pensioner Concession Rebates Policy” with the intention to rescind.

3.         Note that there is no change to the  “Pensioner Concession Rebate Policy” which was adopted in July 2015 and is currently the Policy being applied to pensioner concession rebates.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.09  Investments - November 2016

RESOLVED:  Hawkins/Cusato

 

That Council note the Investment Report for the month of November 2016.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

09.10  Amendment to 2016-2017 Fees and Charges

RESOLVED:  Levido/Cusato

 

That Council:

1.       Publicly exhibit the following draft fees and charges (including GST) from 27 January 2017 to 24 February 2017:

a)      Environment: Issue of Clean Up, Prevention and Noise Control Notices - $520 (GST not applicable);

b)      Burial - Lawn Cemetery - Innes Gardens: Grave Digging Fee - $1,400;

c)      Burial - Lawn Cemetery - Innes Gardens: Grave Digging Fee - Double Depth Beams - 1st Interment - $1,850;

d)      Burial - Lawn Cemetery - Innes Gardens: Grave Digging Fee - Child up to 12 years - $925;

e)      Burial - All General Cemeteries: Port Macquarie General Digging Fee - $1,850;

f)       Burial - All General Cemeteries: Grave Digging Fee - $1,400;

g)      Burial - All General Cemeteries: Grave Digging Fee - Child up to 12 years - $925.

2.       Note that a further report will be tabled to Council at the March 2017 Ordinary Council meeting, detailing any submissions received from the public during the exhibition period.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

10.01  Boundary Adjustment Between Part Council's Port Macquarie Water Supply Dam Land and 1 Orr Street

MOTION

MOVED:  Turner/Cusato

 

That Council defer the consideration of a boundary adjustment between Part Council’s Port Macquarie Water Supply Dam Land and 1 Orr Street until value of the land has been provided by Council’s Consultant Valuer, and associated preliminary work required to obtain a valuation has been undertaken at the applicant’s cost.

 

FORESHADOWED MOTION

 

MOVED:  Intemann

 

That Council:

1.         Transfer Lot 1 Deposited Plan 630525 and part Lot 55 Deposited Plan 233413 to the registered proprietors of Lot 2 Deposited Plan 630525 (1 Orr Street), RP & PL Bailey, in an amount to be assessed by Council’s Consultant Valuer.

 

2.         Develop a Caveat to be registered on the title of the transferred lands such that the transferred lands cannot be used for residential purposes.

3.         Affix the Common Seal to the linen plan of survey involving Lot 55 Deposited Plan 233413.

4.         Delegate to the General Manager Authority to sign:

a.         Contract for the Sale of Land;

b.         Caveat;

c.         Land and Property Information Transfer Form.

5.       Acknowledge that all costs incurred with the survey, transfer of the land and development/registration of the Caveat will be met by the registered proprietors of Lot 2 Deposited Plan 630525 (1 Orr Street).

 

THE MOTION WAS PUT

REOLVED:  Turner/Cusato

 

That Council defer the consideration of a boundary adjustment between Part Council’s Port Macquarie Water Supply Dam Land and 1 Orr Street until value of the land has been provided by Council’s Consultant Valuer, and associated preliminary work required to obtain a valuation has been undertaken at the applicant’s cost.

carried:      6/3

For:   Besseling, Cusato, Dixon, Hawkins, Levido and Turner

Against:       Alley, Griffiths and Intemann

 

 

10.02  Rescission of "Beach Areas Permitting Dogs in Local Government Area" Policy

RESOLVED:  Intemann/Turner

 

That Council:

1.         Rescind the superseded “Beach Areas Permitting Dogs in the Local Government Area Policy”.

2.         Note that there is no change to the “Dogs in Public Open Spaces Policy” which was adopted in July 2011 and is current Policy.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

10.03  DA2016 - 815.1 Dual Occupancy And Torrens Title Subdivision Into 2 Lots Including A Clause 4.6 Variation To Clause 4.4 (Floor Space Ratio) Of The Port Macquarie Hastings Local Environmental Plan 2011 At Proposed Lot 25 Summer Circuit (Seawide Estate), Lot 4 DP 615261, Ocean Drive, Lake Cathie

 

Councillor Levido declared a Non-Pecuniary, Significant Interest in this matter and left the room and was out of sight during the Council's consideration,  the time being 6:33pm.

RESOLVED:  Intemann/Hawkins

That the determination of DA2016 - 0815.1 for a dual occupancy and torrens title subdivision into 2 lots including a Clause 4.6 variation to Clause 4.4 (Floor Space Ratio) at Proposed Lot 25 Summer Circuit (Seawide Estate), Lot 4 DP 615261 Ocean Drive, Lake Cathie, be noted.

carried:      8/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann and Turner

Against:       Nil

 

Councillor Levido returned to the meeting, the time being 6:33pm.

 

 

10.04  Recommended Item from the Mayor's Sporting Fund Sub-Committee - November 2016 Meeting

RESOLVED:  Besseling/Cusato

That Council, pursuant to the provisions of Section 356 of the Local Government Act 1993, grant financial assistance from the Mayor’s Sporting Fund as follows:

1.       That Briana McGrady be granted $1200.00 to assist with the expenses she will incur travelling to and competing as part of the Australian team at the Junior World Waterski Championships to be held in Chile, South America from 8- 11 January 2017 inclusive. 

2.       That Matthew Catania be granted $500.00 to assist with the expenses he will incur travelling to and competing at the Australian All Schools Track and Field Championships to be held in Canberra from 1-4 December 2016 inclusive.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

11.01  Classification of Public Land - 33 Commerce Street, Wauchope (Lot 307 DP 1075670)

RESOLVED:  Levido/Griffiths

 

That Council classify Lot 307 DP 1075670 as Operational Land.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

11.02  CBD Free Wi-Fi Trial Update

RESOLVED:  Hawkins/Alley

 

That Council note the plans for a 12 month free Wi-Fi trial on the Port Macquarie Town Green.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

11.03  Port Macquarie Airport - Airport Advisory Group Charter and Airport Terminal Building Upgrade Steering Group Charter

 

Councillor Cusato declared a Non-Pecuniary, Significant Interest in this matter and left the room and was out of sight during the Council's consideration,  the time being 6:37pm.

RESOLVED:  Intemann/Dixon

 

That Council:

1.       Adopt the amended Airport Advisory Group Charter as attached to this report.

2.       Establish an Airport Terminal Building Upgrade Steering Group for the duration of the project and adopt the Steering Group Charter as attached to this report.

3.       Appoint Councillor J Levido, as Chair of the Major Projects Portfolio, as the Councillor representative on the Airport Terminal Building Upgrade Steering Group.

carried:      8/0

For:   Besseling, Alley, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

Councillor Cusato returned to the meeting, the time being 6:38pm.

 

 

11.04  Economic Development Strategy 2013-2016:  Six Monthly Report on Progress

RESOLVED:  Turner/Hawkins

 

That Council note the six monthly progress report on implementation of the 2013-2016 Port Macquarie-Hastings Economic Development Strategy.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

11.05  Tastings on Hastings 2016

RESOLVED:  Cusato/Dixon

 

That Council:

1.       Note the information contained in report for Tastings on Hastings 2016 event.

2.       Note planning for the 2017 Tastings on Hastings has commenced as per the Council-agreed 2015-2017 event approach.

3.       Note that an Expression of Interest will be issued to engage an Event Co-ordinator for the 2017 Tastings on Hastings.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

12.01  Acquisition of an Easement for Water Supply at Cameron Street, Wauchope

RESOLVED:  Levido/Alley

 

That Council:

1.       Pay compensation in the total combined amount of $9,188 (excl. GST) to the owners of Lot 4 Deposited Plan 216830 and Lot 5 Deposited Plan 38562, being D J A Flynn, CTM Superhold Pty Ltd and R & J (NSW) Pty Ltd, for the acquisition of the easement for water supply depicted “A” in Deposited Plan 1225822.

2.       Delegate to the General Manager authority to sign the Deed of Acquisition/Contract for Sale.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

12.02  DA2016 - 372.1 - Residential Flat Building Including a Clause 4.6 Variation to Clause 4.3 (Height of Building) of the Port Macquarie Hastings Local Environmental Plan 2011 at Lot 3 DP 345930, 3 Gore Street, Port Macquarie

RESOLVED:  Intemann/Griffiths

That the determination of DA2016 - 372.1 for a residential flat building including a Clause 4.6 variation to Clause 4.3 (Height of Building) at Lot 3, DP 345930, No. 3 Gore Street, Port Macquarie, be noted.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

12.03  Question From Previous Meeting - Short-Term Holiday Letting

RESOLVED:  Cusato/Turner

 

That Council request the General Manager present a further report to Council following the release of the NSW Government’s response to the Inquiry on the Adequacy of the Regulation of Short-term Holiday Letting in New South Wales.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

12.04  Recommended Item from Coast, Estuary & Floodplain Advisory Sub-Committee - Draft Lake Cathie Coastal Management Development Control Plan (DCP) Provisions

RESOLVED:  Intemann/Griffiths

 

1.       That the Lake Cathie Coastal Management Development Control Plan (DCP) provisions be placed on public exhibition from 15 December 2016 to 1 February 2017.

2.       That a report on the outcome of public exhibition be presented to the February 2017 Council Meeting.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

12.05  Land Development Approval Process Review Update

Councillor Turner left the meeting, the time being 06:53pm.

Councillor Turner returned to the meeting, the time being 6:55pm.

RESOLVED:  Levido/Cusato

 

That Council:

1.         Note progress on the implementation of recommendations from the land development approval process review.

2.         Receive a further update on progress, including the staff response to the remaining recommendations of the review, as part of the April 2017 Development Activity and Assessment System Performance Report.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.01  Transfer of Land to Council for Drainage and Sewer Purposes

RESOLVED:  Intemann/Levido

 

That Council:

1.       Accept the transfer of land being Lot 87 Deposited Plan 1219489.

2.       Delegate Authority to the General Manager to sign the Land and Property Information Transfer Form.

3.       Pursuant to section 34 of the Local Government Act 1993, commence the procedure to classify Lots 87 and 89 Deposited Plan 1219489 as operational land by placing on public exhibition the proposed resolution “It is intended to classify Lots 87 and 89 Deposited Plan 1219489 (land situated on Boltwood Way, Thrumster) as operational land”, from 30 January 2017 for a minimum period of 28 days.

4.       Note that a further report will be tabled to Council at the March 2017 Ordinary Council meeting, detailing any submissions received from the public during the exhibition period.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.02  Town Centre Master Plan Sub-Committee Charter

RESOLVED:  Levido/Hawkins

 

That Council adopt the amended draft Town Centre Master Plan Sub-Committee Charter.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.03  Recommended Item from Local Traffic Committee - 2017 NSW Junior State Cup Touch Football Championships

RESOLVED:  Intemann/Levido

 

That Council approve the temporary road closures and traffic management arrangements associated with NSW Junior State Touch event between 17-19 February 2017, subject to the following conditions:

1.       That the event organiser advertise, at no cost to Council, the following details of all temporary road closures and temporary parking restrictions associated with this event in the local print media on separate days, at least twice (2) within 14 days prior to the event:

·         temporary road closure times

·         duration of the temporary road closures

·         temporary parking restrictions times and duration.

·         alternative routes and access arrangements.

2.       That the event organiser advertise the event by undertaking a letter box drop to all residents and businesses directly affected by the temporary road closures and temporary parking restrictions at least 14 days prior to the event, advising the following:

·         event name

·         event times

·         contact details of at least two (2) people involved in the organisation of the Event, in case of an emergency

·         proposed actions to be undertaken to mitigate the impact of the temporary road closures and temporary parking restrictions.

3.       That the Traffic Management Plan dated 7 November 2016 and associated Traffic Guidance Scheme dated 13 October 2016 be implemented. Any modifications to the plans must be agreed with Council prior to the running of the event.

4.       That the event organiser abides by the written approval from the NSW Police.

5.       That the event organiser notify the NSW Ambulance, NSW Fire & Rescue and the State Emergency Service of the proposed road closures at least 14 days in advance of the event.

6.       That the event organiser notifies local Transport Services (Bus Companies, Taxis) of the proposed road closures at least 14 days in advance of the event.

 

7.       An RMS accredited (Yellow card) person is to be used for the establishment and removal of the traffic control devices.

8.       RMS accredited traffic controllers (Blue card) are to be used to control traffic.

9.       That the event organiser abides by any other condition that Council and the Police may impose at any time.

10.     That the event organiser submit to Council 14 days prior to the commencement of the event evidence of Public Liability Insurance for the amount of $20 million, which is valid for the duration of the event, including placement and removal of traffic control devices.

11.     The event organiser must have this approval and the Traffic Management Plan and Traffic Guidance Scheme described above on site at all times for the duration of the event.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.04  Small Villages Pedestrian Access and Mobility Plan

RESOLVED:  Alley/Dixon

 

That Council:

1.       Note the information contained in the report relating to preparation of the Draft Small Villages Pedestrian Access and Mobility Plan.

2.       Exhibit the Draft Small Villages Pedestrian Access and Mobility Plan for the period 16 January 2017 to 24 February 2017.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.05  Port Macquarie Town Centre - Pedestrian Facility Investigations

RESOLVED:  Turner/Cusato

 

That Council:

1.         Note the information contained in the report titled Port Macquarie CBD – Pedestrian Facility Investigations.

2.         Undertake further detailed investigations and develop concept plans for the proposed treatments contained within the report.

3.         Consider inclusion in the Draft 2017/2018 Operational Plan, an allocation to complete the detailed design of the signalisation of the Gordon and Horton Street intersection.

4.         Undertake a community engagement program in relation to the proposals including the wider community as well as specific stakeholders such as the Access Sub-Committee, Town Centre Master Plan Sub-Committee and Port Macquarie Chamber of Commerce, following the detailed investigation and development of concept plans.

5.         Request a report be presented to a future Council meeting detailing the outcomes of the community engagement program and any future actions.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.06  Southern Arm Trunkmain Easement

RESOLVED:  Levido/Alley

 

That Council:

1.       Delegate to the General Manager the authority to enter into construction licence and easement conditions by completing the necessary documentation from National Parks & Wildlife Service for the construction of the Southern Arm Trunk Main section adjacent to Houston Mitchell Drive, subject to consideration of final conditions and clauses.

2.       Delegate to the General Manager the authority to sign the Letter of Authority from Forestry Corporation NSW for the construction of the Southern Arm Trunk Main section adjacent to Houston Mitchell Drive, subject to consideration of final conditions and clauses.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

13.07  Planning Proposal - Homedale Road, Kew

 

Councillor Levido declared a Non-Pecuniary, Significant Interest in this matter and left the room and was out of sight during the Council's consideration,  the time being 7:11pm.

RESOLVED:  Cusato/Dixon

 

That Council:

1.       Prepare a planning proposal pursuant to section 55 of the Environmental Planning and Assessment Act 1979 in relation to part of Lot 202 DP 1133171, Homedale Road, Kew for residential and environmental purposes as described in this report.

2.       Submit the planning proposal to the NSW Department of Planning and Environment requesting a Gateway Determination pursuant to section 56 of the Environmental Planning and Assessment Act 1979 and the issue of a Written Authorisation to Council to Exercise Delegation of the plan making functions under section 59 of the Act in respect of the planning proposal.

 

3.       Delegate authority to the Director Development and Environment to make any amendments to the planning proposal as a result of the section 56 Gateway Determination, prior to public exhibition of the proposal.

4.       Note that a further report will be presented to Council following the public exhibition period to demonstrate compliance with the Gateway Determination and to provide details of any submissions received throughout that process.

carried:      8/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann and Turner

Against:       Nil

 

 

13.08  Draft Yippin Creek Structure Plan - consideration of submissions & re-exhibition

 

Councillor Levido declared a Non-Pecuniary, Significant Interest in this matter and remained out of the room and was out of sight during the Council's consideration.

 

Councillor Dixon declared a Non-Pecuniary, Significant Interest in this matter and left the room and was out of sight during the Council's consideration,  the time being 7:12pm.

RESOLVED:   Intemann/Hawkins

 

That Council:

1.       Note the submissions to the draft Yippin Creek Structure Plan as discussed in this report and contained in Attachment 2.

2.       Place the revised draft Yippin Creek Structure Plan, as described in this report, on public exhibition between 30 January 2017 and 28 February 2017.

3.       Advise all persons who have previously made submissions and who own land within or adjoining the Yippin Creek Structure Plan Area regarding the public exhibition of the revised draft Plan.

4.       Note that a further report will be presented to the March 2017 meeting of Council, detailing the submissions received as a result of the re-exhibition period.

carried:      7/0

For:   Besseling, Alley, Cusato, Griffiths, Hawkins, Intemann and Turner

Against:       Nil

 

Councillor Levido returned to the meeting, the time being 7:12pm.

 

Dixon returned to the meeting, the time being 7:12pm.

 

 

Item - 13.09 Optimising Utilisation of Port Macquarie Sports Fields - has been moved to another part of the document.

 

 

14       QUESTIONS FOR NEXT MEETING

 

Nil.

 

 

 

CONFIDENTIAL COMMITTEE OF THE WHOLE

RESOLVED:  Dixon/Cusato

1.         That pursuant to section 10A subsections 2 & 3 and 10B of the Local Government Act 1993 (as amended), the press and public be excluded from the proceedings of the Council in Confidential Committee of the Whole (Closed Session) on the basis that items to be considered are of a confidential nature.

2.         That Council move into Confidential Committee of the Whole (Closed Session) to receive and consider the following items:

Item 15.01    T-16-27 Cairncross Landfill Gas Pumping Trial

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.02    T-16-41 Supply of Cisco Network Switch Equipment

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.03    T-16-46 Provision of Road Patching and Kerb Replacement Services

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.04    T-16-47 Provision of Aviation Security Screening Services, Port Macquarie Airport

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.05    T-16-55 Fencing Supply and Installation for Second Hockey Field at Wayne Richards Park

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.06    T-16-57 Management, Operation and Promotion of Port Macquarie Indoor Stadium

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.07    T-16-61 Supply and Delivery of Domestic Water Meters (REGPRO181617)

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.08    T-16-04 Sewer SCADA Development

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.09    T-16-06 Advertising on and Maintenance of Transport Assets

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

Item 15.10    Water Main Construction - Pacific Highway to John Oxley Drive North Oxley Town Centre

                     This item is considered confidential under Section 10A(2)(c) of the Local Government Act 1993, as it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.

3.         That the resolutions made by the Council in Confidential Committee of the Whole (Closed Session) be made public as soon as practicable after the conclusion of the Closed Session and such resolutions be recorded in the Minutes of the Council Meeting.

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

Adjourn meeting

 The Ordinary Council Meeting adjourned at 7:12pm.

 

 

Resume meeting

 The Ordinary Council Meeting resumed at 7:22pm.

 

 

 

ADOPTION OF RECOMMENDATIONS FROM THE CONFIDENTIAL COMMITTEE OF THE WHOLE

RESOLVED:  Cusato/Levido

That the undermentioned recommendations from Confidential Committee of the Whole (Closed Session) be adopted:

Item 15.01    T-16-27 Cairncross Landfill Gas Pumping Trial

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the tender from Landfill Gas Industries Pty Ltd for $139,500 (exclusive of GST) for the Cairncross Landfill Gas Pumping Trial.

2.         Accept the Schedule of Rates from Landfill Gas Industries Pty Ltd for the Cairncross Landfill Gas Pumping Trial.

3.         Affix the seal of Council to the necessary documents.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-27.

5.         Include the Cairncross Landfill Gas Pumping Trial project in the 2016 - 2017 Operational Plan, to be funded by $150,000 from reserves held within the Waste Fund.

 

Item 15.02    T-16-41 Supply of Cisco Network Switch Equipment

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the quotation, through Local Government Procurement, from Leading Edge Computers Port Macquarie, for the purchase of Cisco Network Switch Equipment for $411,198 (excl GST).

2.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-41.

 

Item 15.03    T-16-46 Provision of Road Patching and Kerb Replacement Services

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the tender from Continuous Kerbing Pty Ltd for the Provision of Road Patching and Kerb Replacement Services for the period 14 December 2016 to 13 December 2017 with options to extend for up to a further two (2) x one (1) year periods (at Council’s sole discretion).

2.         Accept the Schedule of Rates from Continuous Kerbing Pty Ltd.

3.         Affix the seal of Council to the necessary documents.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-46.

 

Item 15.04    T-16-47 Provision of Aviation Security Screening Services, Port Macquarie Airport

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the Schedule of Rates tender from Sydney Night Patrol & Inquiry Co Pty Ltd t/as SNP Security with an annualised service fee of $914,205 (exclusive of GST) per annum for the provision of Aviation Security Screening Services at Port Macquarie Airport for the period 4 February 2017 to 3 February 2020 with an option to extend for a further three (3) year period (at Council’s sole discretion).

2.         Affix the seal of Council to the necessary documents.

3.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-47.

 

Item 15.05    T-16-55 Fencing Supply and Installation for Second Hockey Field at Wayne Richards Park

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

 

 

                     RECOMMENDATION

That Council:

1.         Accept the tender from Olympic Fencing (NSW) Pty Ltd for $129,470 (exclusive of GST) for the supply and installation of fencing for the Second Hockey Field at Wayne Richards Park.

2.         Accept the Schedule of Rates from Olympic Fencing (NSW) Pty Ltd for the supply and installation of fencing for the Second Hockey Field at Wayne Richards Park.

3.         Affix the seal of Council to the necessary documents.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-55.

 

Item 15.06    T-16-57 Management, Operation and Promotion of Port Macquarie Indoor Stadium

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the tender from International Facility Management Group for the Management, Operation and Promotion of the Port Macquarie Indoor Stadium of $30,000 (excl GST) per annum as net Lessee Service Contribution (payment) to Council, for a period of five (5) years with an option to extend for a further five (5) year period (at Council’s sole discretion), subject to s47 of Part 2 of Chapter 6 of the Local Government Act 1993 (NSW) being satisfied including, but not limited to, public notice of the proposal to grant the management agreement being given in accordance with that section.

2.         That the successful tenderer be informed of this resolution.

3.         Subject to satisfactory resolution 1 above, affix the seal of Council to the necessary documents.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-57.

 

Item 15.07    T-16-61 Supply and Delivery of Domestic Water Meters (REGPRO181617)

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the tender from Elster Metering Pty Ltd for the Supply and Delivery of Domestic Water Meters for a twenty four (24) month period commencing on 1 January 2017 to 31 December 2018, with a twelve (12) month option to extend (at Council’s sole discretion).

2.         Accept the Schedule of Rates from Elster Metering Pty Ltd for the Supply and Delivery of Domestic Water Meters.

3.         Affix the seal of Council to the necessary documents.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-61 (REGPRO181617).

 

Item 15.08    T-16-04 Sewer SCADA Development

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         Accept the tender from SAFEgroup Automation Pty Ltd for $322,263 (exclusive of GST) for the procurement and development of a Supervision Control And Data Acquisition (SCADA) system for remote monitoring and control of the sewer scheme in the Port Macquarie Hasting Council local government area.

2.         Accept the Schedule of Rates from SAFEgroup Automation Pty Ltd for the procurement and development of a Supervision Control And Data Acquisition (SCADA) system for remote monitoring and control of the sewer scheme in the Port Macquarie Hasting Council local government area.

3.         Affix the seal of Council to the necessary documents.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-04.

 

Item 15.09    T-16-06 Advertising on and Maintenance of Transport Assets

                     This item is considered confidential under Section 10A(2)(d(i)) of the Local Government Act 1993, as it contains commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.

                     RECOMMENDATION

That Council:

1.         In accordance with the Local Government (General) Regulations 2005, 178 (1) (b), decline to accept any of the tenders submitted  for Tender T-16-06 Advertising on and Maintenance of Transport Assets.

2.         Decline to invite fresh tenders for the reason that the Tender Evaluation Panel (TEP) considers that Claude Outdoor Pty Ltd is appropriately qualified, experienced and able to meet the requirements of the tender; however further negotiations with Claude Outdoor Pty Ltd are required to ensure that Council’s objectives are met under the resultant contract as detailed in the body of this report.

3.         In accordance with the Local Government (General) Regulations 2005, 178 (3) (e), enter into negotiations with Claude Outdoor Pty Ltd with the intention of ensuring  an optimal overall outcome in relation to the Conditions of Contract and operating structure.

4.         Maintain the confidentiality of the documents and considerations in respect of Tender T-16-06.

 

Item 15.10    Water Main Construction - Pacific Highway to John Oxley Drive North Oxley Town Centre

                     This item is considered confidential under Section 10A(2)(c) of the Local Government Act 1993, as it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.

                     RECOMMENDATION

That Council:

1.         Note the information contained in this report.

2.         In accordance with Section 55 (3) (i) of the Local Government Act, 1993, due to the extenuating circumstances and unavailability of reliable and competitive tenders, as described in this report, does not invite tenders for the construction of a water main pipeline between the Pacific Highway to John Oxley Drive (North Oxley), as a satisfactory result would not be achieved.

3.         Delegate authority to the General Manager to enter into an agreement for construction of the water main, subject to the negotiated cost being generally in accordance with Council’s estimate.

 

 

carried:      9/0

For:   Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido and Turner

Against:       Nil

 

 

 

The meeting closed at 7:22pm.

 

 

 

 

 

………………………………………..

Peter Besseling

Mayor

 

   


AGENDA                                                                                Ordinary Council      15/02/2017

Item:          05

Subject:     DISCLOSURES OF INTEREST

 

RECOMMENDATION

 

That Disclosures of Interest be presented

 

DISCLOSURE OF INTEREST DECLARATION

 

 

Name of Meeting:     ………………………………………………………………………..

 

Meeting Date:           ………………………………………………………………………..

 

Item Number:            ………………………………………………………………………..

 

Subject:                      ………………………………………………………………………..

                                    …………………………………………………….……………...…..

 

 

I, ..................................................................................... declare the following interest:

 

 

        Pecuniary:

              Take no part in the consideration and voting and be out of sight of the meeting.

 

 

        Non-Pecuniary - Significant Interest:

              Take no part in the consideration and voting and be out of sight of the meeting.

 

        Non-Pecuniary - Less than Significant Interest:

              May participate in consideration and voting.

 

 

For the reason that:  ....................................................................................................

 

.......................................................................................................................................

 

Name:  …………………………………………………….

 

Signed:  .........................................................................  Date:  ..................................

 

 

Growth Bar b&w(Further explanation is provided on the next page)


 

Further Explanation

(Local Government Act and Code of Conduct)

 

A conflict of interest exists where a reasonable and informed person would perceive that a Council official could be influenced by a private interest when carrying out their public duty. Interests can be of two types: pecuniary or non-pecuniary.

 

All interests, whether pecuniary or non-pecuniary are required to be fully disclosed and in writing.

 

Pecuniary Interest

 

A pecuniary interest is an interest that a Council official has in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to the Council official. (section 442)

 

A Council official will also be taken to have a pecuniary interest in a matter if that Council official’s spouse or de facto partner or a relative of the Council official or a partner or employer of the Council official, or a company or other body of which the Council official, or a nominee, partner or employer of the Council official is a member, has a pecuniary interest in the matter. (section 443)

 

The Council official must not take part in the consideration or voting on the matter and leave and be out of sight of the meeting.  The Council official must not be present at, or  in sight of, the meeting of the Council at any time during which the matter is being considered or discussed, or at any time during which the council is voting on any question in relation to the matter.  (section 451)

 

Non-Pecuniary

 

A non-pecuniary interest is an interest that is private or personal that the Council official has that does not amount to a pecuniary interest as defined in the Act.

 

Non-pecuniary interests commonly arise out of family, or personal relationships, or involvement in sporting, social or other cultural groups and associations and may include an interest of a financial nature.

 

The political views of a Councillor do not constitute a private interest.

 

The management of a non-pecuniary interest will depend on whether or not it is significant.

 

Non Pecuniary – Significant Interest

As a general rule, a non-pecuniary conflict of interest will be significant where a matter does not raise a pecuniary interest, but it involves:

(a)   A relationship between a Council official and another person that is particularly close, for example, parent, grandparent, brother, sister, uncle, aunt, nephew, niece, lineal descendant or adopted child of the Council official or of the Council official’s spouse, current or former spouse or partner, de facto or other person living in the same household.

(b)   Other relationships that are particularly close, such as friendships and business relationships. Closeness is defined by the nature of the friendship or business relationship, the frequency of contact and the duration of the friendship or relationship.

(c)   An affiliation between a Council official an organisation, sporting body, club, corporation or association that is particularly strong.

 

If a Council official declares a non-pecuniary significant interest it must be managed in one of two ways:

1.     Remove the source of the conflict, by relinquishing or divesting the interest that creates the conflict, or reallocating the conflicting duties to another Council official.

2.     Have no involvement in the matter, by taking no part in the consideration or voting on the matter and leave and be out of sight of the meeting, as if the provisions in section 451(2) apply.

 

Non Pecuniary – Less than Significant Interest

If a Council official has declared a non-pecuniary less than significant interest and it does not require further action, they must provide an explanation of why they consider that the conflict does not require further action in the circumstances.

SPECIAL DISCLOSURE OF PECUNIARY INTEREST DECLARATION

 

 

By

[insert full name of councillor]

 

 

In the matter of

[insert name of environmental planning instrument]

 

 

Which is to be considered at a meeting of the

[insert name of meeting]

 

 

Held on

[insert date of meeting]

 

 

PECUNIARY INTEREST

 

 

Address of land in which councillor or an  associated person, company or body has a proprietary interest (the identified land)i

 

 

Relationship of identified land to councillor

[Tick or cross one box.]

 

Councillor has interest in the land (e.g. is owner or has other interest arising out of a mortgage, lease trust, option or contract, or otherwise).

 

Associated person of councillor has interest in the land.

 

Associated company or body of councillor has interest in the land.

 

MATTER GIVING RISE TO PECUNIARY INTEREST

 

 

Nature of land that is subject to a change

in zone/planning control by proposed

LEP (the subject land iii

[Tick or cross one box]

 

The identified land.

 

Land that adjoins or is adjacent to or is in proximity to the identified land.

Current zone/planning control

[Insert name of current planning instrument and identify relevant zone/planning control applying to the subject land]

 

Proposed change of zone/planning control

[Insert name of proposed LEP and identify proposed change of zone/planning control applying to the subject land]

 

Effect of proposed change of zone/planning control on councillor

[Tick or cross one box]

 

Appreciable financial gain.

 

Appreciable financial loss.

 

 

 

Councillor’s Name:  …………………………………………

 

Councillor’s Signature:  ……………………………….   Date:  ………………..


 

 

Important Information

 

This information is being collected for the purpose of making a special disclosure of pecuniary interests under sections 451 (4) and (5) of the Local Government Act 1993.  You must not make a special disclosure that you know or ought reasonably to know is false or misleading in a material particular.  Complaints made about contraventions of these requirements may be referred by the Director-General to the Local Government Pecuniary Interest and Disciplinary Tribunal.

 

This form must be completed by you before the commencement of the council or council committee meeting in respect of which the special disclosure is being made.   The completed form must be tabled at the meeting.  Everyone is entitled to inspect it.  The special disclosure must be recorded in the minutes of the meeting.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

i.   Section 443 (1) of the Local Government Act 1993 provides that you may have a pecuniary interest in a matter because of the pecuniary interest of your spouse or your de facto partner or your relativeiv or because your business partner or employer has a pecuniary interest. You may also have a pecuniary interest in a matter because you, your nominee, your business partner or your employer is a member of a company or other body that has a pecuniary interest in the matter.

ii.  Section 442 of the Local Government Act 1993 provides that a pecuniary interest is an interest that a person has in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to the person. A person does not have a pecuniary interest in a matter if the interest is so remote or insignificant that it could not reasonably be regarded as likely to influence any decision the person might make in relation to the matter or if the interest is of a kind specified in section 448 of that Act (for example, an interest as an elector or as a ratepayer or person liable to pay a charge).

iii.   A pecuniary interest may arise by way of a change of permissible use of land adjoining, adjacent to or in proximity to land in which a councillor or a person, company or body referred to in section 443 (1) (b) or (c) of the Local Government Act 1993 has a proprietary interest..

iv.   Relative is defined by the Local Government Act 1993 as meaning your, your spouse’s or your de facto partner’s parent, grandparent, brother, sister, uncle, aunt, nephew, niece, lineal descendant or adopted child and the spouse or de facto partner of any of those persons.

 

 


AGENDA                                                                                Ordinary Council      15/02/2017

Item:          07

Subject:     CONFIDENTIAL CORRESPONDENCE TO ORDINARY COUNCIL MEETING

Presented by: General Manager, Craig Swift-McNair

Alignment with Delivery Program

1.4.3 Build trust and improve Council’s public reputation through transparency  and accountability

 

RECOMMENDATION

That Council determine that the attachment to Item Number 09.08 be considered as confidential, in accordance with Section 11(3) of the Local Government Act.

Discussion

The following confidential attachments have been submitted to the Ordinary Council Meeting:

 

Item No:                                 09.08

Subject:                                 Quarterly Budget Review Statement

Attachment Description:     2016-2017 December Quarterly Budget Review Statement - Consultancy Engagements

Confidential Reason:           Relates information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct business.  Local Government Act 1993 - Section 10A(2)(c).

 


AGENDA                                                                                Ordinary Council      15/02/2017

Item:          08

Subject:     PUBLIC FORUM

 

Residents are able to address Council in the Public Forum of the Ordinary Council Meeting on any Council-related matter not listed on the agenda.

A maximum of eight speakers can address any one Council Meeting Public Forum and each speaker will be given a maximum of five minutes to address Council. Council may wish to ask questions following an address, but a speaker cannot ask questions of Council.

Once an address in the Public Forum has been completed, the speaker is free to leave the chambers quietly.

If you wish to address Council in the Public Forum, you must apply to address that meeting no later than 4.30pm on the day prior to the meeting by completing the 'Request to Speak in Public Forum at Ordinary Council Meeting Form'.  This form is available at Council's offices or online at www.pmhc.nsw.gov.au.

 

 

 

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

What are we trying to achieve?

A collaborative community that works together and recognises opportunities for community participation in decision making that is defined as ethically, socially and environmentally responsible.

 

What will the result be?

 

·                A community that has the opportunity to be involved in decision making.

·                Open, easy, meaningful, regular and diverse communication between the community and decision makers.

·                Partnerships and collaborative projects, that meet the community’s expectations needs and challenges.

·                Knowledgeable, skilled and connected community leaders.

·                Strong corporate management that is transparent.

 

How do we get there?

 

1.1    Engage the community in decision making by using varied communication channels that are relevant to residents.

1.2    Create professional development opportunities and networks to support future community leaders.

1.3    Create strong partnerships between all levels of government and their agencies so that they are effective advocates for the community.

1.4    Demonstrate conscientious and receptive civic leadership.

1.5    Implement innovative, fact based business practices.


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.01

 

Subject:     Status of Reports From Council Resolutions

Presented by: Corporate and Organisational Services, Rebecca Olsen

 

Alignment with Delivery Program

1.4.3  Build trust and improve Council’s public reputation through transparency and accountability.

 

 

 

RECOMMENDATION

 

That Council note the information in the Status of Reports from Council Resolutions report.

 

Discussion

 

Report

Status

Reporting Officer

Original Anticipated Date for Report

Current Anticipated Date for Report

Performance Measurement Framework

(Item 09.07 - OC 05/10/16)

Refer to report titled:

Performance Measurement Framework

DCOS

 

Feb 2017

Stormwater Network

(Item 13.01 - OC 19/10/16)

Refer to report titled:

Stormwater Drainage - Risks and Opportunities

DIAM

 

Feb 2017

Making a Decision About Future Rates - Post Exhibition

(Item 09.14 - OC 16/11/16)

Refer to report titled:

Making a Decision About Future Rates

DCOS

 

Feb 2017

Project Management Policy - post exhibition

(Item 09.05 - OC 16/11/16)

Refer to report titled:

Project Management

DCOS

 

Feb 2017

Review and future options for:

a) Heritage, Arts and Cultural Priorities Advisory Group

b) Aboriginal Advisory Committee

c) Implementation and monitoring of the Glasshouse Strategic Plan, particularly in relation to the objectives of the Cultural Plan.

d) PMHC Youth Advisory Committee

e) Mid North Coast Co-operative Library Committee

(Item 09.04 - OC 16/11/16)

Refer to report titled:

Review of Select Council Committees

GM

 

Feb 2017

Review for streamlined approach:

a) Australia Day Sub-Committee

b) Mayor’s Sporting Fund

c) Port Macquarie-Handa Sister City Sub-Committee

(Item 09.04 - OC 16/11/16)

Refer to report titled:

Review of Select Council Committees

DCEG

 

Feb 2017

Alternate Chairs for Sub-Committees

(Item 09.04 - OC 16/11/16)

Refer to report titled:

Alternate Chairs for Committees

GM

 

Feb 2017

Options to support needs of local sporting user groups.

(Item 13.09 - OC 14/12/16)

Refer to report titled:

Optimising Utilisation of Port Macquarie Sports Fields

DCEG

 

Feb 2017

Lake Cathie Coastal Management Development Control Plan - post exhibition

(Item 12.04 - OC 14/12/16)

 

DDES

 

Mar 2017

Planning Proposal for Residential Infill and Environmental Purposes - Lincoln Road, Castle Court and Marian Drive, Port Macquarie - post exhibition

(Item 13.08 - OC 20/07/16)

In negotiations with proponent regarding zone and off-set outcomes

DDES

Oct 2016

Mar 2017

Town and Village Signage

(Item 13.08 - OC 16/11/16)

 

DCEG

 

Mar 2017

Opportunities for Local Firms to do Business with Council

(Item 11.01 - OC 16/11/16)

 

DCOS

 

Mar 2017

Audit, Risk and Improvement Committee Charter Review

(Item 09.04 - OC 16/11/16)

 

DCOS

 

Mar 2017

ICT Strategy Implementation Status

(Item 09.06 - OC 14/12/16)

 

DCOS

 

Mar 2017

Amendment to 2016-2017 Fees and Charges - post exhibition

(Item 09.10 - OC 14/12/16)

 

DCOS

 

Mar 2017

Operational Land Classification - Lots 87 & 89 DP 1219489 Boltwood Way, Thrumster - post exhibition

(Item 13.01 - OC 14/12/16)

 

DCOS

 

Mar 2017

Draft Yippin Creek Structure Plan - post exhibition

(Item 13.08 - OC 14/12/16)

 

DDES

 

Mar 2017

Cultural Plan 2016-2019 - Progress Report

(Item 10.03 - OC 10/08/16)

 

DCEG

 

April 2017

Draft Structure Plan for the Greater Sancrox Area - consideration/investigations of potential urban capability/serviceability / capacity of lands between Oxley Highway to north, Pacific Highway to west and Houston Mitchell Drive to south and viability of rural residential development in the Greater Sancrox area.

(Item 13.07 - OC 18/02/15)

Delayed to align with UGMS report.

DDES

Dec 2016

May 2017

Water Fluoridation - request for detailed information on studies and programs.

(Item 10.01 - OC 15/07/15)

Awaiting further information from NSW Health.

DIAM

Nov 2016

May 2017

Sancrox Employment Land Environmental Lands and Services Planning Agreement - post public exhibition.

(Item 12.04 - OC 10/08/16)

There are delays with the acquisition process

DDES

Feb 2017

May 2017

Impact of Road Openings and Closures on Private Property

(Item 12.03 - OC 18/09/13)

To be included in overall review of roads policies.

Information still being sought.

DIAM

Mar 2015

Jun 2017

Planning Proposal - Homedale Road Kew - post exhibition

(Item 13.07 - OC 14/12/16)

 

DDES

 

Oct 2017

Draft Biodiversity Certification Assessment and Strategy - Port Macquarie Airport and Surrounding Land - viability and implications of the options for securing the required Blackbutt Tallowwood dry grassy open forest and Koala habitat credits, prior to the clearing that creates the demand for those credits.

(Item 12.01 - OC 10/08/16)

 

DDES

 

TBA

Classification of Land - Lot 5 DP774400 Stingray Creek Bridge Environmental Offset

(Item 12.01 - OC 16/11/16)

 

DCOS

 

TBA

Planning Controls for Short Term Rental Accommodation

Report on findings and recommendations arising from the Inquiry ‘Adequacy of the regulation of short-term holiday letting in NSW’.

(Item 13.07 - OC 16/03/16)

Pending government response to the inquiry.

DDES

 

TBA

Tuffins Lane Sporting Fields - Terms of Agreement

(Item 06.02 - OC 14/12/16)

 

GM

 

TBA

Short-Term Holiday Letting - post release of NSW Government response to Inquiry ‘Adequacy of the regulation of short-term holiday letting in NSW’.

(Item 12.03 - OC 14/12/16)

 

DDES

 

TBA

Port Macquarie Town Centre Pedestrian Facility Investigations - post community engagement

(Item 13.05 - OC 14/12/16)

 

DIAM

 

TBA

 

Cyclic Reports

 

Report

Reporting Officer

Reporting Cycle

Monthly Financial Update

DCOS

Monthly

Investments

DCOS

Monthly

Mayoral Discretionary Fund Allocations

GM

Monthly

Development Activity and Assessment System Performance

DDES

Quarterly

(May, Aug, Nov, Feb)

Glasshouse Quarterly Report

DCOS

Quarterly

(July, Oct, Feb, Apr)

Delivery Program - Progress Report

DCEG

Biannual

(Mar, Sept)

Operational Plan - Progress Report

DCEG

Biannual

(May, Oct)

Economic Development Strategy - Progress Report (Item 10.03 - ORD 20/11/2013)

DCEG

Biannual

(June, Dec)

Mayoral and Councillor Fees (Setting of)

GM

Annually

(June)

MIDROC Strategic Plan 2013-2017 Outcomes

(Item 08.03 - ORD 21/08/2013)

GM

Annually

(July)

Council Policy - Status Report

DCOS

Annually

(July)

Annual Report of the Activities of the Mayor’s Sporting Fund

DCEG

Annually

(Aug)

Compliments and Complaints Annual Report

DCEG

Annually

(Sep)

Council Meeting Dates

GM

Annually

(Sept)

Creation of Office - Deputy Mayor

GM

Annually

(Sept)

Payment of Expenses and Provision of Facilities to Councillors Policy for Exhibition

DCOS

Annually

(Sept)

Audit Committee Annual Report

DCOS

Annually

(Sept)

Annual Report of Disability Discrimination Act Action Plan

DCEG

Annually

(Sep)

Annual Disclosure of Interest Returns

GM

Annually

(Oct)

Payment of Expenses and Provision of Facilities to Councillors Policy for Adoption

DCOS

Annually

(Nov)

Council’s Annual Report

DCEG

Annually

(Nov)

Update Report - Impact of cost shifting for the previous financial year including any additional categories of cost-shifting that have been identified

(Item 09.04 - OC 21/10/15)

DCOS

Annually

(Nov)

 

 

Attachments

Nil

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.02

 

Subject:     Performance Measurement Framework

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.5.2  Provide and maintain efficient and effective information management systems that are accessible, user friendly and meet community and organisational requirements.

 

 

 

RECOMMENDATION

 

That the information in the Performance Measurement Framework report be noted.

 

Executive Summary

 

At the Ordinary Council Meeting held on 5 October 2016, Council resolved:

 

09.07 NOTICE OF MOTION - PERFORMANCE MEASUREMENT FRAMEWORK

RESOLVED: Hawkins/Cusato 

That Council:

That the General Manager be requested to provide to the February 2017 Council Meeting an update on both the NSW Government's efforts and those of PMHC to build a new local government performance measurement framework. In responding, the General Manager is requested to:

1.       Cross reference to the content of the report to Council of 19 February 2014 on the same subject; and

2.       In addition to providing recent historical details of progress to date, lay out a broad proposed forward path incorporating high level milestones and indicative timelines.

.

CARRIED: 9/0

FOR: Besseling, Alley, Cusato, Dixon, Griffiths, Hawkins, Intemann, Levido, and Turner

AGAINST: Nil

 

This report addresses the above Council resolution.

 

Predominantly, the report presented to the February 2014 Ordinary Meeting of Council on the Performance Measurement Framework remains relevant and current in February 2017. That report is attached for information.

 

Since this time and more recently, Port Macquarie-Hastings Council has been involved in a Sector-Led Performance Monitoring Pilot Project which has been conducted through a working group comprising representatives from:

 

-     Selected NSW Councils (including Port Macquarie-Hastings Council)

-     Local Government NSW (LGNSW)

-     Office of Local Government (OLG)

-     UTS Institute for Public Policy and Governance (UTS: IPPG).

 

The Sector-led Performance Monitoring Pilot Project came about due to various Councils and the UTS: IPPG wanting to push forward with the development of some form of performance measurement framework in light of the fact the OLG had not progressed plans for such a framework.

 

This report captures the ongoing relevance of the February 2014 report, and summarises the current involvement in the Sector-led Performance Monitoring Pilot Project, noting that this project is ongoing.

 

Discussion

 

Status in February 2014

 

A report was provided to the Ordinary Meeting of Council on 19 February 2014 on Building a New Local Government Performance Management Framework. Whilst a copy of this report is provided as an attachment to this report, the following is a summary of that report:

 

Following the Destination 2036 meeting with all Councils in 2011, the Division of Local Government  (now the Office of Local Government (OLG)) had been working on a number of initiatives as a result of that meeting.  Improving performance measurement of local government was one of the key focus areas identified through this process. 

 

A discussion paper was circulated in November 2013 titled “Strengthening councils and communities: Building a new framework for measuring performance in local government” and all Councils were invited to provide feedback.  Additionally, Councils were invited to participate in a survey on “Performance Measurement and Community Satisfaction Surveys”.

 

This information was circulated to all Councillors and a copy of the proposed response was provided seeking feedback. All feedback was incorporated into the final response to the Division of Local Government which was sent on the 24 January 2014. A copy of this submission is attached to this report.

 

Current Office of Local Government Position - 2016

 

Whilst a Performance Measurement Framework appears to remain on the OLG’s forward planning schedule, there has been no further information provided to Council’s in this regard since early 2014. As stated above, the OLG does have representation at the Sector-Led Performance Monitoring Pilot Project working group meetings.

 

Current Performance Reporting - Port Macquarie-Hastings Council (PMHC) - 2016

 

PMHC currently meets a range of performance reporting responsibilities and in some instances exceeds its legislative requirements, by providing the following:

 

-     An Operational Plan quarterly report to Council - detailing performance against the operational plan performance measures;

-     A six monthly progress report on implementing the activities of the Delivery Program to Council - detailing progress against Delivery Program objectives;

-     An End of Term report - detailing progress against Delivery Program objectives over the previous elected term of Council;

-     A Monthly Budget Review  to Council - detailing the financial position of Council on a monthly basis*;

-     A monthly Investments report*;

-     A Quarterly Budget Review statement quarterly;

-     An Annual Report - to the Office of Local Government - detailing the achievements against the Operational Plan activities, the annual financial position together with other statutory reporting requirements such as the GIPA returns etc;

-     An Annual Report to Council on Compliments and Complaints - detailing all compliments and complaints together with trend analysis;

-     Regular community satisfaction surveys (reported to Council and the community) - outlining the community’s feedback regarding satisfaction with service delivery by PMHC*;

-     A quarterly Community Connect newsletter - detailing and highlighting achievements and major projects during the year.  This is sent with the rates notices (both electronically and by mail)*; 

-     An annual Community Report Card - which is an executive summary for the community of achievements during the year against the operational plan and

-     Regular Development Assessment and Activity System reporting*.

 

*denotes where reporting exceeds legislative requirements.

 

Sector-Led Performance Monitoring Pilot Project

 

As noted in the above-mentioned 2014 report, the OLG has identified that it intends to introduce a new system for measuring local government performance and supporting improvement, as part of its local government reform program. A Sector-Led Performance Monitoring Pilot Project was developed with a working group being formed to progress the project. At this stage, the OLG involvement with the sector-led project indicates that they are willing to be part of whatever framework is developed as part of this project, with the intent being that the sector-led project would inform the final OLG position on a performance management framework.

 

The Working Group is comprised of representatives from:

 

-     Selected NSW Councils (including Port Macquarie-Hastings Council);

-     LG NSW;

-     OLG;

-     UTS: IPPG.

 

UTS: IPPG have provided coordination, research, performance measurement insight, data collation and administrative support to the project.

 

The project aims include:

 

-     Learn from the development of existing performance measurement systems, particularly from the Victorian framework;

-     Establish a suite of performance metrics appropriate for local government in NSW and potentially elsewhere in Australia;

-     Develop a peer review framework for local government in NSW;

-     Pilot the performance measurement and improvement frameworks among a small group of Councils; and

-     Inform development of the NSW Office of Local Government’s proposed performance measurement framework.

 

The Working Group has met on several occasions and most recently on 19 December 2016.

 

At the inception workshop, the following key points were noted:

 

Guiding Principles

No time or need to reinvent the wheel – will build on what has already been done in NSW and in other Australian jurisdictions and overseas.

 

Participation in the project is open to all Councils in NSW with an interest in progressing a Local Government (LG) performance measurement system

 

The project will be Council-driven

Pilot Project Objective

To produce a Council-endorsed LG performance measurement system that is effective, scalable and flexible and supports Councils’ performance improvement.

 

The pilot project has two outputs to be conducted in consecutive stages:

 

First stage = Identify a set of performance indicators across the areas of finance and governance (and service delivery, time permitting) – for trialling by participating Councils.

Second stage = Develop a peer review process focussed on performance improvement and benchmarking to be trialled between like Councils.

Agreed Process

The identification of the performance indicators will draw on:

 

Existing work done by OLG towards developing a new performance measurement framework;

 

Victoria’s Local Government Performance Reporting Framework;

 

Work done on performance measurement in-house by NSW councils and;

 

OLG’s Promoting Better Practice review of councils in NSW.

 

 

First Stage: Identification of a set of performance indicators.

 

The first stage performance indicators have been identified as part of the pilot project and are currently being trialled with the purpose being to test utility and refine the metrics. An extract of the measures being tested as part of the project are included in the table below and cover dimensions of Resilience, Liquidity, Debt, Infrastructure Renewals, Local Government Efficiency Proxies, Budget Accuracy, resident and Business Satisfaction: Governance, Demographic Risk, Consistency of Accounting Accruals Estimates and Equity.

 

Measurement Dimensions

Metrics Examples

Resilience

Operating Ratio

 

Rates, Annual Charges, Interest & Charges Outstanding Percentage

 

Rate Cap %

 

SRV Determination %

Liquidity

Cash Expense Cover Ratio

 

Current ratio

Debt

Nett Financial Liabilities as a Proportion of Revenue

Infrastructure Renewals

Buildings, Infrastructure and Other Structures Renewal Ratio

Local Government Efficiency Proxies

Operational Expenditure (Excluding Roads, Water and Sewerage) per assessment

 

Road Operation Expenditure per Kilometre

Budget Accuracy

Deviation from Budgeted Revenue (%)

 

Deviation from Budgeted expenditure (%)

Resident and Business Satisfaction with Local Government and Delivery on Community Plans

Overall Resident Satisfaction

 

Overall Business Satisfaction

Governance

Councillor Attendance

 

Number of GIPA Requests

 

Number of Council Decisions Made at Meeting Closed to the Public

Demographic Risk

Proportion of Individuals on the Aged Pension

Consistency of Accounting Accruals Estimates

Depreciation rate (%)

Equity

Proportion of Operational Expenditure Funded by Fees and Charges (%)

 

There are some current challenges which have been identified including:

 

-     Accuracy of input data;

-     Consistency (for example with Resident and Business Satisfaction, there is no standardised survey conducted).

-     Need for individual Council comment for context and

-     Insufficient data for comparisons and decision making.

 

The next phase (to commence in early 2017) is proposed to include:

 

-     To move to an online platform;

-     To incorporate time trend data (additional financial years’ data etc);

-     Clustering (noting that more Councils will need to be involved).

 

The development of a peer review process is also being considered for 2017.

 

Whilst Stage 1 was completed in December 2016, the timelines for 2017 are yet to be finalised.

 

It is noted that the second resolution from the 5 October 2016 Council meeting as mentioned above asked for a proposed forward path incorporating high level milestones and indicative timelines. It is not possible to provide this level of detail at this stage. The reason for this is that the Sector-Led Performance Monitoring Pilot Project is still in its infancy and Council will be guided by the milestones and timelines set by that overarching program.

 

It is considered that Council’s involvement in this Sector-Led Performance Monitoring Pilot Project is a critical step forward in continuing our regional leadership on issues of significance to the industry and in ensuring the organisation focuses on ongoing performance monitoring and reporting across all facets of its business and the services provided for the community.

 

Options

 

This is an Information report only.

 

Community Engagement & Internal Consultation

 

Internal Consultation has occurred with:

 

-     General Manager;

-     Directors;

-     Group Manager Organisational Performance.

 

Planning & Policy Implications

There are no direct planning and policy implications in relation to this report.

 

Financial & Economic Implications

There are no direct financial and economic implications in relation to this report.

 

 

Attachments

 

1View. Response to DLG on Performance Measurement Framework in NSW Local Government - January 2014

2View. Performance Measurement Framework - February 2014 Council Report.

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.03

 

Subject:     Project Management

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.5.3  Ensure ratepayer value for money through continuous improvement in quality, effectiveness and efficiency of delivery of Council services.

 

 

 

RECOMMENDATION

That Council:

1.    Adopt the Project Management Policy, as attached to the Project Management report.

2.    Rescind the:

(a)   Project Management and Gateway Policy.

(b)  Project Management Guidelines Policy.

 

Executive Summary

 

Council has been undertaking a review of the Project Management framework since 2011. This initially resulted in the adoption of the Project Management and Gateway Policy (2012) and project management framework (updated 2014).

 

A project management review group has been used in place of the Gateway project management process noting the expense and unavailability of resources in gateway reviews. The decision to implement the substitute project management steering group process has been made on a case by case basis.

 

The most recent review of the Project Management Framework has resulted in the development of a draft Project Management Policy and accompanying procedure and templates. The draft Project Management Policy has been endorsed by the Audit Committee.

 

The draft Project Management Policy was publically exhibited from 25 November 2016 until 23 December 2016. It is now ready to be adopted by Council.

 

The supporting project management framework documents that are more operational in nature, that include the Project Management Procedure and project management templates have been approved and adopted by the Executive team.

 

Discussion

 

Background

 

Review of Project Management Framework

 

Council developed a project management framework during 2004-2005. Since its introduction the framework has had varying levels of use across the organisation.

 

During 2011, it was determined that an integrated approach to project management was lacking. Council at this point in time had the project management framework (2004-2005) and the Project Gateway Review Policy (2008). The framework and Policy did not integrate.

 

As a result of the review of the organisation’s project management framework a revised Project Gateway Review Policy and project management framework was proposed as an interim strategy.

 

A working group was formed to action the interim strategy. The working group revised the project management framework to consist of three levels of project management:

 

·    Level 1: Standard Project Checklist.

·    Level 2: Project Plan.

·    Level 3: Gateway Project Management.

 

Council adopted the Project Management and Gateway Policy at its October 2012 Ordinary Meeting of Council, which replaced the Project Gateway Review Policy (2008).

 

In 2014, an internal cross functional working group, the Project Management Review Group, was formed whose membership consists of representatives from across the organisation.

 

Current Progress

 

Council, at the March 2015 Ordinary Meeting of Council, resolved the following:

 

9.04   PROJECT MANAGEMENT

 

RESOLVED: Hawkins/Griffiths

 

That Council note the report on project management and the current status of the review of the Project Management and Gateway Policy.

 

CARRIED: 9/0

FOR: Besseling, Cusato, Griffiths, Hawkins, Intemann, Levido, Roberts, Sargeant and Turner

AGAINST: Nil

 

The Project Management policy has been developed using a number of key inputs. These include:

 

·    ISO21500, international project management standard.

·    Project Management Framework Internal Audit.

·    Council wide survey.

·    Feedback from the Senior Leadership team, the cross functional Project Management Review Group, the Executive team and the Audit Committee.

 

It is envisaged that the key benefits that will result from the implementation of the draft Project Management policy and accompanying procedure and standardised templates will be:

 

·    clarity as to when the project management framework needs to be used.

·    a consistent and aligned approach to project management within Council.

·    more support and guidance relating to how to manage projects.

·    more projects are delivered within cost and budget estimates and on time.

 

Review of the Project Management Policy

 

1.            A review of the Project Management Framework has now taken place, with the Project Management Policy now ready for formal adoption.

 

2.            Community consultation was undertaken in adherence to Council’s Community Engagement Policy. Consultation has taken place with relevant staff and the community.

 

3.            The draft Project Management Policy was publicly exhibited from 25 November 2016 until 23 December 2016 during which submissions were accepted from the public on the draft Policy during that period. One submission was received (summarised below and attached).

 

Submission-

Issue

1.

Port Macquarie-Hastings Resident

The resident proposed that Council consider the application of Earned Value Management to support project forecasting and reporting purposes.

Response/ Comment

Council responded by informing the resident that the scope of stage 2 of the Project Management Framework Review would include reporting. At this stage the resident’s suggestion would be considered.

 

All feedback from the consultation undertaken has been considered. No amendments were required. The Project Management Policy is provided as Attachment 1 to this report.

 

The supporting project management framework documents that are more operational in nature, that include the Project Management Procedure and project management templates have been approved and adopted by the Executive team.

 

Planning relating to training staff that will be required to adhere and operate within the Project Management Framework is underway

Options

 

Council may choose to continue with the current project management framework.

 

Community Engagement & Internal Consultation

 

Community Engagement

 

Community consultation was undertaken in adherence to Council’s Community Engagement Policy. The community consultation plan was based around Council informing and consulting with the community.

 

The draft Project Management Policy was publicly exhibited from 25 November 2016 until 23 December 2016.

 

During the Project Management Policy submission period one submission was received.

 

Internal Consultation

 

·    Audit Committee.

·    Executive Team.

·    Senior Leadership Team.

·    Group Manager Governance & Executive Services.

 

Planning & Policy Implications

 

The current practice of utilising a project management review group in place of the Gateway project management process is inconsistent with current Policy.

 

The comprehensive review and adoption of Council’s Project Management Policy, currently will directly address this issue.

 

Financial & Economic Implications

 

An intent of the comprehensive review of Council’s Project Management and Gateway Policy is to provide further financial accountability with regard to Council’s project management and delivery.

 

The Project Management Review Group Charter explicitly outlines that one of its responsibilities is to fulfil the relevant requirements of Outcome 4 of the Tardiis Financial Accountability Project, which seeks to address the organisations management of projects.

 

It is envisaged that the introduction of a comprehensive Project Management framework, supported by a policy, procedure and templates will ensure that more projects are delivered within cost and budget estimates and on time.

 

Attachments

 

1View. Project Management Policy

2View. Public Exhibition response

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.04

 

Subject:     Designated Persons

Presented by: Corporate and Organisational Services, Rebecca Olsen

 

Alignment with Delivery Program

1.4.3  Build trust and improve Council’s public reputation through transparency and accountability.

 

 

 

RECOMMENDATION

That Council determine that the following position become a Designated Person pursuant to the provisions of section 441 of the Local Government Act 1993:

-     Ranger (Litter and Illegal Dumping).

 

Executive Summary

This report identifies a position within Council that should be added to the Council’s list of Designated Persons.

Discussion

Section 441 of the Local Government Act 1993 (“the Act”) states:

 

         "For the purposes of this Chapter, designated persons are:

         -        the General Manager

         -        other senior staff of Council

          -        a person (other than a member of the senior staff of the Council) who is a member of staff of the Council or a delegate of the Council and who holds a position identified by the Council as the position of a designated person because it involves the exercise of functions under this or any other Act (such as regulatory functions or contractual functions) that, in their exercise, could give rise to a conflict between the person's duty as a member of staff or delegate and the person's private interests"

 

As new positions are established or positions responsibilities change, it is necessary to review the list of Council positions which should become Designated Persons. 

 

"Designated Persons" must:

         -        prepare and submit written returns of interest in accordance with section 449 of the Act.

         -        disclose pecuniary interests in accordance with section 459 of the Act.

 

The Office of Local Government has previously advised that the range of Designated Persons must include individuals with delegations to issue orders, approvals or consents under any Act.

 

Based on this information, the following position should be added to the existing list of Designated Positions within Council:

 

Ranger (Litter and Illegal Dumping)

 

Duties of the positions listed above can involve the issuing of orders, approvals or consents under the Local Government and related Acts.  These positions have the ability to make recommendations and influence Council.

Options

Council has the option of reviewing the position for inclusion on the current list of Designated Persons.

Community Engagement & Internal Consultation

 

Internal Consultation

Consultation has taken place with:

·    General Manager.

·    Director Development & Environment Services

·    Group Manager Governance & Executive Services.

Planning & Policy Implications

There are no planning or policy implications.

Financial & Economic Implications

There are no financial or economic implications.

 

Attachments

Nil

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.05

 

Subject:     Disclosure of Interest Return

Presented by: Corporate and Organisational Services, Rebecca Olsen

 

Alignment with Delivery Program

1.4.3  Build trust and improve Council’s public reputation through transparency and accountability.

 

 

 

RECOMMENDATION

That Council note the Disclosure of Interest returns for the following positions:

Sport and Recreation Officer.

Building Surveyor- Regulation.

 

Executive Summary

This report informs Council of the lodgement of a return disclosing the interests of a designated person which are required under section 445 of the Local Government Act 1993.

Discussion

 

Section 445 of the Local Government Act 1993, requires Designated Persons to prepare and submit written returns of interests in accordance with section 449. The positions of Sport and Recreation Officer and Building Surveyor - Regulation are designated persons under the Local Government Act.

 

Section 450A(1) requires the General Manager to keep a Register of Returns and section 450A(2) requires the General Manager to table the Returns at the first Council meeting held after the last date for lodgement.

 

The Returns are then held in the Governance and Executive Services section of Council and, as required by section 6 of the Government Information (Public Access) Act 2009, are available for public inspection, by appointment.

 

The Returns for the positions of Sport and Recreation Officer and Building Surveyor - Regulation will be tabled at this meeting.

Options

Lodgement of a Return by a Designated Person is a requirement under section 445 of the Local Government Act.

Community Engagement & Internal Consultation

 

Internal Consultation

·    General Manager.

·    Group Manager Governance & Executive Services.

·    Sport and Recreation Officer.

·    Building Surveyor - Regulation.

Planning & Policy Implications

There are no planning or policy implications.

Financial & Economic Implications

There are no financial or economic implications.

 

Attachments

Nil

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.06

 

Subject:     Making a Decision About Future Rates

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.4.3  Build trust and improve Council’s public reputation through transparency and accountability.

 

 

 

RECOMMENDATION

 

That Council:

1.       Adopt the amended 2013-2017 Delivery Program.

2.       Adopt the amended Long Term Financial Plan 2016-2026.

3.       Request the General Manager submit an application to the Independent Pricing and Regulatory Tribunal (IPART) under section 508(2) of the NSW Local Government Act 1993, for a permanent single year Special Rate Variation (SRV) increase of 3.89% in addition to the rate peg amount of 1.5% (total 5.39%), noting that this is a single year percentage increase that will remain permanently in the rate base for the purpose of maintaining and renewing Council’s road network.

 

Executive Summary

 

Over the past five years, Council has placed a high focus on improving and maintaining our region’s key transport assets, including the significant sealed and unsealed road network. In 2012 a Special Rate Variation (SRV) of 4.43% in addition to the rate peg was approved by the Independent Pricing and Regulatory Tribunal (IPART), under guidelines set by the NSW Office of Local Government. 

This current SRV was approved for a period of five years and is due to expire on 30 June 2017. The value of the expiring SRV is approximately $1.7m in additional revenue in 2016-2017.  Should there be a desire to maintain this funding and hence the resulting service delivery outcomes, an application must be made to IPART via a specific process which is determined by IPART.

This report proposes that Council applies to IPART for a new single year permanent SRV to embed the funding associated with the current expiring SRV. The total SRV being requested is 3.89% plus rate peg of 1.5% = 5.39%. 

The % SRV required is calculated using Council’s general income. Since 2012 Council’s income has grown which has caused the 4.43% of 2012 to reduce to 3.89%.

In November 2016 Council resolved:

RESOLVED:  Turner/Alley

That Council:

1.       Place the following draft documents on public exhibition for a period of 28 days from 21 November to 18 December 2016:

·   Amended 2013-2017 Delivery Program.

·   Amended Long Term Financial Plan.

2.       Lodge an IPART expression of interest for a Special Rate Variation in December 2016 in relation to embedding the existing Special Rate Variation into the future noting that the submission of an expression of interest will not bind Council in applying for a Special Rate Variation.

3.       Note that a further report will be tabled at the February 2017 meeting of Council, detailing the submissions received from the public during the exhibition period that will provide Council with information that can be taken into account in considering whether to formally apply for a Special Rate Variation to maintain the current funding levels.

carried:      8/1

For: Besseling, Alley, Cusato, Dixon, Hawkins, Intemann, Levido and Turner

Against: Griffiths

Items 1 and 2 of the above mentioned Council resolution have been completed. This report addresses item 3 in seeking a formal resolution to submit an application to IPART for an SRV.

The scenarios presented for consideration in the November 2016 Council report and subsequently presented to the community for feedback were:

·    Scenario 1: Reduce (rate peg only, current SRV expires)

The current SRV expires at the end of June 2017 which means rates would reduce for 2017-18. Each year after that they would increase by the rate peg only.

·    Scenario 2: Maintain (rate peg + SRV to replace expiring SRV)

Council would continue receiving the funds from the current SRV and receive the rate peg as determined by IPART. This means in 2017-2018 the community would only see the impact of the rate peg increase.

The scenarios and subsequent community engagement were premised on a rate peg of 2.5% for 2017-2018 as indicated by IPART at the time. The total SRV presented to the community, equated to 3.96% SRV plus 2.5% rate peg (6.46%). It is important to note that IPART confirmed in December 2016 the rate peg for 17/18 will be 1.5%. The lower rate peg and inclusion of recent growth figures results in a lower SRV percentage being sought of 3.89% pus rate peg of 1.5% = 5.39%.

This report will cover details of:

·    The existing SRV;

·    The delivery outcomes of that funding;

·    The IPART process and the results from the community engagement that has been undertaken, including the five submissions received during the public exhibition period; and

·    The proposed SRV.

 

Discussion

 

Existing SRV and Delivery Outcomes

 

Council’s Road Network

 

The sealed road network condition in 2012 was the result of a progressive and significant decline in condition since1996. This was due to insufficient annual budget and resource allocations toward sealed road maintenance. The graph below shows the percentage of our road network in each condition from 1996 to 2016:

Table 1

 

 

The service level experienced by residents up to 2012 was reactionary maintenance only, and was characterised by significant complaints to Council during wet weather events, when the condition of the sealed road network would rapidly deteriorate and cause issues for residents.  As the graph demonstrates, this resulted in a significant decline in the condition of our road network over time.

 

Available resources up to 2012 were only able to be applied to short-term reactive maintenance activities, such as jet patching. Jet patching is viewed as a reactionary holding treatment only, temporary in nature, effective only in postponing the requirement for a more expensive and higher level of maintenance intervention in the future.

 

Due to budget constraints, up to 2012 only minimal road resealing activities were able to be undertaken. In comparison to jet patching, resealing of bitumen and asphaltic surfaces is considered a preventative maintenance activity. Resealing activities extend the service life of the road and reduces the instance of pavement failures and the subsequent requirement for reactive maintenance. Further, resealing is around one tenth the cost of full reconstruction or asphalt overlays, and when done at the right time can extend the life of a road by 10 to 15 years.

 

While the 2012 position indicates a conscious application of scarce funding aimed at containing the backlog of ‘poor’ roads and retaining as many roads as possible in at least ‘fair’ condition, it can be seen that this was at the cost of less roads remaining in the ‘good’ category. As a result, in 2012, while the rapid increase in the proportion of ‘poor’ roads in prior years had been arrested, it was still very high, at about one-third of the network, and represented a large backlog of work. In comparison, the improvement in the condition of the sealed road network in 2016 is the result of combining existing scarce maintenance funding with the first four years of clearly identified SRV funding, and applying these funds to specifically targeted long-term road maintenance activities.

 

In 2012, in recognition that the general condition of the sealed road network across the local government area was deteriorating faster than current resources could address, Council resolved to take a proactive approach to manage this network.

In line with this and following an application by Council, Council received approval from IPART to apply an SRV from the commencement of the 2012/13 financial year. This SRV allowed for the funding from the 4.43% increase to apply for each of the next five years.

 

The SRV meant that Council could transition from utilising a short-term reactive approach to its road maintenance activities, into the development and implementation of a roads maintenance and resealing program plus invest into heavy patching and unsealed road maintenance.

 

These were the priorities that were identified by the community in the extensive engagement that supported the 2012 rate rise application process, and these were the areas that Council needed to focus on to halt the consistent annual decline in the condition of the road network.

 

Current Status

 

Council currently provides and maintains 875km of sealed and 465km unsealed road network across the local government area.  261km are classified as high traffic roads, consisting of 68km arterial sealed roads (e.g. Ocean Drive, Hastings River drive, Lake Road) and 193km collector sealed roads (e.g. Beechwood Rd, William St, Kennedy Dr).  465km of the network are unsealed roads (e.g. Lorne Road, Maria River Road, Pappinbarra Road).  As at 30 June 2016, Council’s sealed road assets are valued at $610.2M and unsealed road assets $94.3M, current replacement cost.

 

The service level currently experienced by residents is a combination of proactive and reactive roads maintenance, with Council steadily addressing the previous decline in condition of the sealed road network, through targeted and specific programs of work. In addition, more efficient work practices and ongoing resealing programmes have led to an increase in road condition and overall decrease of complaints from the public.  As table 1 demonstrates since 2012 the additional funding has allowed for a reduction in our road network classed as poor/bad condition and a proactive shift towards increasing the volume classed as excellent/good condition.

 

The current SRV funding supports the overall maintenance of the sealed network at an average condition and the unsealed network at an average yet deteriorating condition.

 

Whilst it is clear the 2012 SRV has gone a long way toward improving the high traffic and unsealed road network across the local government network with a current infrastructure backlog of $81.4M for sealed roads and $1.45M for unsealed roads, as reported in Special Schedule 7 as at 30 June 2016, there is still considerable work to be done to reduce our infrastructure backlog and continue our ability to maintain the progress made on the condition of our road network into the future.  If Council are unable to maintain the current level of SRV funding, then the loss of the current SRV funding would create a significant estimated shortfall in the amount Council is able to allocate each year to road maintenance and would have a significant impact on the progress made and reduce the service levels received by the community.

 

High Traffic Sealed Roads (arterial and collector)

 

Council’s current asset management practice is focused on increasing the lifespan of high traffic sealed roads.  Council’s current target, made possible by the 2012 4.43% SRV funding, is that sealed roads in the local government area will be resealed or rehabilitated every 12-14 years, in line with state wide programs. 

 

The level of progress made since 2012/13 has been dependent on the existing SRV funding which has supported the maintenance of the network to an average condition. Should the current funding level cease there would be a significant increase in the percentage of high traffic sealed roads that fall into the poor/bad condition within the next eight years, see diagram 1.

 

Diagram 1 High Traffic Sealed Roads

 

 

Unsealed Roads

 

Current asset management practice for the unsealed road network requires application of new gravel material on average every eight years.  For Council’s network of 456km of unsealed roads this equates to 58km of new gravel each year.  Current operations are providing approximately 21km of new gravel per annum.

 

Continued loss of gravel and infrequent grading results in continuing deterioration of the network that in turn results in compromised connectivity and loss of all weather access across parts of the network as well as a reduction in vehicle travel speed on poor condition roads.

 

The existing SRV funding is supporting the maintenance of the network at an average yet deteriorating condition, with additional funding required to halt the deterioration of this asset class.  Diagram 2 highlights the immediate impact the removal of additional funding would have upon the unsealed network, removing completely Council’s ability to provide a proactive 6 monthly grading program, resulting in the immediate increase of unscheduled works in reaction to network issues.

 

Diagram 2 Unsealed Roads

 

Over the past five years the SRV funding has allowed us to achieve significant results including but not limited to the following.

 

2012 - 2013 - Yr 1 of 4.43% SRV Funding:

 

Council was able to undertake the following proactive works, in 2012-2013, specifically utilising the $1,577,600 allocated in the first year of SRV funding:

-     Completion of $800,000 of high traffic road resurfacing work, including resealing works on Randall and Cameron Street in Wauchope, on Pacific Drive and Gordon Street in Port Macquarie, on Ocean Drive in Lake Cathie and on Panorama Drive and Beech Street in Bonny Hills;

-     Completion of $398,000 of high priority unsealed road grading, under which all high priority unsealed roads were graded twice within the financial year, due to the addition of a fourth fulltime maintenance grading crew; and

-     Completion of $200,000 in pavement rejuvenation across the region based on priority rankings, and investment of $180,000 to support design requirements for new road construction.

 

This was in addition to the ongoing reactive maintenance activities required to be undertaken in 2012/-2013 to maintain the overall road network.

 

2013-2014 - Yr 2 of 4.43% SRV Funding:

 

Council was able to undertake the following proactive works, in 2013-2014, utilising the second year of SRV funding:

-     Completion of $827,000 of high traffic road resurfacing work, including rehabilitation works on Bago Rd South of King Creek near Wauchope, Koala

St (Kennedy to Shearer St), Lake Rd (Lake Road and Jindalee Rd), and

Pacific Dr (Pacific Dr and Flynn St, and Waterview to Bangalay) in Port Macquarie, and resealing works on Livingstone Rd (entire length) and Pacific

Dr (Livingstone Rd to bus bay) in Port Macquarie;

-     Completion of $411,000 of unsealed road grading work, including allocation of two additional grading crews to continue the grading program; and

-     Completion of $207,000 in pavement rejuvenation across the region based on priority rankings, and investment of $186,000 to support design requirements for new road construction.

 

This was in addition to the ongoing reactive maintenance activities required to be undertaken in 2013-2014 to maintain the overall road network.

 

2014-2015 - Yr 3 of 4.43% SRV Funding:

 

Council was able to undertake the following proactive works, in 2014-2015, utilising the third year of SRV funding:

-     Completion of $846,000 of high traffic road resurfacing work, including foam bitumen and asphalt rehabilitation works on Cameron St (High St to Bridge

St) in Wauchope, Hastings River Drive (Tuffins Ln to Boundary St) and William St (Munster St to Grant St) in Port Macquarie;

-     Completion of $421,000 of unsealed road grading work, including allocation of two additional grading crews to continue the rural grading program; and

-     Completion of $212,000 in pavement rejuvenation across the region based on priority rankings, and investment of $190,000 to support design requirements for new road construction.

 

2015-2016 - Yr 4 of 4.43% SRV Funding:

 

Council was able to undertake the following proactive works, in 2015-2016, utilising the fourth year of SRV funding:

-     Completion of $867,000 of high traffic road resurfacing work, including foam bitumen and asphalt rehabilitation works on Lord St (Gordon St to Yaranbee

Rd) and Kennedy Drive (Yaranbee Rd to Coral St) in Port Macquarie, and

Ocean Drive (near Waterview Cr) in West Haven;

-     Completion of $431,000 of unsealed road grading work, through allocation of two additional grading crews to continue the rural grading program, including

1km of works at each of Ballengarra Bransdon Rd in Telegraph Point and

Pappinbarra Rd in Pappinbarra; and

-     Completion of $217,000 in pavement rejuvenation across the region based on priority rankings, and investment of $195,000 to support design requirements for new road construction.

 

2016-2017 - Year 5 (current financial year) of 4.43% SRV Funding:

 

In 2016-2017, in accordance with the Council adopted Operational Plan, Council will undertake the following proactive works, utilising the fifth year of SRV funding:

-     Completion of $882,000 of high traffic road resurfacing work;

-     Completion of $438,000 of unsealed road grading work, through allocation of two additional grading crews to continue the rural grading program; and

-     Completion of $221,000 in pavement rejuvenation across the region based on priority rankings, and investment of $198,000 to support design requirements for new road construction.

 

During the same year, Council will again continue to focus on addressing lower priority local roads, to continue to build on the positive impacts made to the condition of the road network from the previous four years of SRV funding.

 

Expiry of the current SRV

 

The current SRV funding will expire as of 30 June 2017. It is important to consider through the following points, the impact the loss of this funding would have on the progress made to date:

·    Council would no longer be in a financial position to strategically manage its road assets to the current level, and the condition of the network would deteriorate year on year;

·    Council would be forced to revert to a reactive approach to roads maintenance;

·    Resealing and rejuvenation works would once again be predominantly replaced by reactive jet patching works;

·    Sealed roads in the local government area would only be able to be resealed or rehabilitated every 25 years; and

·    There would be a significant decrease in the level of service provided to residents by these assets.

 

It is also important to note that the SRV application that is the subject of this report is to maintain the current level of funding plus rate peg. It will not provide adequate funding to increase the service level for roads.

 

Productivity improvements and cost containment strategies

 

In June 2015, Council was required to submit an improvement proposal to the NSW Office of Local Government as part of the NSW Government’s ‘Fit for the Future’ assessment of councils. At the June 2015 Council meeting, Council resolved the following in response to this submission:

 

Any future application for Special Rate Variations associated with the submission take into account the following:

 

a)   The community’s capacity to pay any suggested rate increase.

b)   Any further efficiencies identified in Council’s current Services Review.

c)   The financial realisation of Council assets.

d)   Federal and State Government funding equity improvements.

e)   Feedback from the community.

 

Taking into account the above Council resolution the following has been undertaken:

 

Community’s capacity to pay

·    The rates and annual charges outstanding ratio is an indication of ratepayer’s ability to pay. Council performs well compared to benchmark in this ratio.

 

In 2015-16 Council achieved a rates and annual charges outstanding ratio of 5.34%. This ratio has been steadily improving. The 2016 result exceeded the benchmark which applied until 2015 (6%), and was  close to meeting the revised benchmark of 5%.

 

Prior to 2015/16, the benchmark was 6% for this ratio as prescribed by Local Government Managers Australia - now known as Local Government Professionals Australia. In 2015/16 a new lower benchmark was introduced by the Local Government Code of Accounting Practice.  The benchmark for metropolitan areas is 5%, and the benchmark for rural areas is 10%.  Council’s auditors have applied the metropolitan benchmark to Port Macquarie Hastings Council despite Council being in a regional area.

 

5.34% is a strong result for a regional area.

 

Efficiencies and Financial Realisation of Council’s assets

·    Council has been focused on its procurement approach and with the implementation of a procurement strategy, it is estimated that this has resulted in savings in order of $1.3m per annum which are now embedded in our Long Term Financial Plan.

·    Council has worked hard to contain staffing with very little movement in full time equivalent employees in the last few years (507 in 2015/16 compared to 490 in 2013/14) despite regional growth and improved service.

·    Additionally Council has undertaken a program to ensure that annual leave is taken as appropriate.  The number of annual leave hours accrued by staff in excess of 8 weeks[1] has more than halved since 2015. This results in a reduction in wages compared to what they would otherwise have been.

·    Council has undertaken a review of its loan portfolio, and as a consequence has recently undertaken refinancing to take advantage of the current prevailing low interest rate environment.  In total, this review will save Council in the order of $2.5m over the life of the loans.   As a consequence Council has factored significant amounts of interest savings in the outer years in its long term plan.

·    Identified opportunities for service level change are progressing through Phase Three: Business Improvement of the Service Review Project as adopted by Council.

·    Council continually reviews processes as part of its continuous improvement approach.  Operational process improvements are realised across the business that provide financial savings, productivity release, improved quality, easier processes for staff and/or customers and improved customer experience/satisfaction.  Examples include:

Campaigns to increase emailing of rates notices to save on paper and postage costs

Review of rates payment options

Life Guards alternate service delivery

Review of user pay fees and charges

·    The property business unit is developing a property portfolio business plan, which amongst other things will consider possibilities to optimise the financial return from property assets.

·    Significant progress has been made in developing and maturing our asset management plans and these will form a key part of the 2017-2021 Resourcing Strategy.

Federal and State Government funding

·    In 2016 a cost shifting report was presented to Council and subsequently Council lobbied Members of Parliament for assistance in reducing the financial burden on our community. At the time of writing this report, there has been no reduction in the levels of cost shifting from other levels of government.

·    The newly elected Council have formed a Portfolio focused on maximising external grants and revenues.

Feedback from the community

·    Council undertakes regular community engagement on how the community feels about our region, current Council services and community service level expectations.  Recent community engagement, detailed further in this report, also sought feedback from the community on its willingness and capacity to pay the proposed SRV.

·    Feedback from the community is considered when making any decisions about service change and delivery.

Council has a strong commitment and continued focus on improving the delivery of Council’s services in line with community expectation.

 

IPART process and Community Engagement

Community Engagement Activities

Council undertakes regular community consultation regarding services and community expectation.  For the past two years this engagement has shown the community would like to see Council continue and ‘do more’ in delivering roads and infrastructure.

 

A requirement of IPART is to conduct sufficient community awareness and engagement for Special Rate Variations.  The purpose is to ensure Councils fully consult with their communities, demonstrate the financial impact the proposed SRV would have and allow the community the opportunity to provide feedback to Council. In addition to Council’s regular community engagement we have undertaken a community engagement program specifically related to the SRV.

 

To meet the criteria set by IPART, Council placed the amended Delivery Program 2013-2017 and amended Long Term Financial Plan 2016-2026 on public exhibition in late 2016 and implemented a community engagement program specifically related to the proposed SRV.  This program consulted with the community through a variety of methods that built upon previous community engagement conducted by Council.

 

Engagement over the past two years has focused on Council service levels. These activities include the (October 2015 to December 2015) Your Voice Our Community face-to-face and online engagement, and the July 2016 region-wide telephone survey conducted by University of Technology Sydney (sample 800 people). These interactions have highlighted the community’s continuing desire to do more when it comes to roads. Council has listened to the priority the community place on continuing to build on the progress made over the last five years by prioritising funding to maintain and renew Council’s road network.

 

During November and December 2016, Council continued its engagement by talking with the community about the proposed SRV impact, affordability and determining the community’s willingness to pay.  Engagement activities included the public exhibition of the amended Delivery Program 2013-2017 and Long Term Financial Plan 2016-2026, face to face (community events, pop up stands, community forum), online survey (PMHC Listening) and information factsheets.

 

Table 2 provides a summary of the engagement activities that have taken place relevant to the SRV application.  There are four elements to Council’s SRV engagement program:

·    Council Services;

·    Public exhibition of the relevant Council planning documents;

·    SRV impact, capacity and willingness to pay; and

·    Media communication.

 

Table 2

 

Purpose

Method

Date

Community Participation

Council Services

Engage and consult with the community about Council services, service levels and expectations

Your Voice our Community campaign:

·    Online survey and discussion

·    Information kiosks

·    Focus Groups

·    Community Forum

·    Attendance at key community events

 

LGA Wide Telephone Survey

April 2015 - July 2016















Service voting activity: 274 participants

Online: 1549 visits, 517 responses

159 community member attendance at forums and focus groups


 

 

 

Telephone survey 800 participants with demographics in line with quotas set for age, gender and locality

 

Public Exhibition of amended Delivery Program 2013-2017 and Long Term Financial Plan 2016-2026

Provide the community with evidence of the need for a SRV through Council’s planning documents

Online publication of documents

Copies of documents available for viewing at service counters

Submissions invited

Attendance at key community events

 

 

21 November - 18 December 2016

Online: 133 visits, documents downloaded 3 times each

5 submissions received to Council

Specific SRV Engagement

Engage and consult with the community about the proposed SRV

Presentations to community groups

Community forum including live streaming of discussion and responding to community comments

Online survey, forum and information page

Fact sheets

Information kiosks

Attendance at key community events

 

November - December 2016

Presentations to 5 community groups - 133 community participants

Attendance at 2 events - 8,270 community reach, 300 participation

11 Information Kiosks across the LGA - 182 community members spoken to

 

Community Forums - 23 attendees , with live feed on 10/11/16. Reached 5819 and engaged 544 community members

 

PMHC Listening site open for 55 days

 

1220 visits by 918 people to the have your say site

 

Suite of 5 factsheets available to down load - 195 downloaded in total

426 surveys completed

 

Media communication

Inform and invite feedback relating to Council’s SRV community engagement campaign

Media releases

Social media

Live feed of community forum

Council website

Communication to online engagement and subscriber database

November - December 2016

SRV Making a Decision about Future Rates media release on 3/11/16 - 18 page views

Community newsletter emailed on 2/11/16 titled ‘Invitation to Council’s Community Forum’ was sent to 5,244 subscribers and received 2,306 unique opens

Social media posts, four with a reach of 6,356 community members

 

Results

 

Following is a summary of results from the stages of community engagement relevant to the SRV application.

 

Council Services

 

Your Voice our Community

 

·    The Your Voice our Community engagement talked to the community about Council Services categorised into four themes:

Supporting your home life;

Supporting you in getting around;

Supporting community life; and

Supporting business and industry.

·    Supporting you in getting around focused on roads and infrastructure services.

·    The voting exercise (274 participants) results show services in this theme (see table 3) are evenly split between ‘keep doing’ and ‘do more’ for sealed and unsealed roads.

·    The voting demonstrates a community desire to increase the current service level for sealed and unsealed roads.

 

 

 

 

 

 


Table 3



·    The roads and transport focus groups were attended by 14 community members.

·    For sealed and unsealed roads community feedback was to increase the current service levels.

·    The feedback comments received throughout the Your Voice our Community engagement has been collated and entered into analytical software to produce a word cloud (diagram 1). This analysis ‘counts’ the number of times a particular word or phrase appears and, based on the frequency of that word or phrase, a font size is generated.  The larger the font, the more frequently the word or sentiment is mentioned.

 

Diagram 3

 

 

LGA wide telephone survey

·    In May 2016 Council undertook a community survey of a minimum 800 residents within the Port Macquarie-Hastings Local Government Area (LGA).

60% - Port Macquarie

12% - Camden Haven

12% - Wauchope

8% - Rural

8% - Lake Cathie

·    The survey investigated community attitudes, values and perceptions of services, facilities, and infrastructure provided by Council.

·    Results of the survey relevant to the SRV application include:

Over the past two years, residents perceive a positive change in Council’s performance (43% believed Council’s performance has improved and 43% believe it has stayed the same).

There was desire to increase the current service level of sealed and unsealed roads.

A high percentage of residents (63%) believed that local government should spend ‘a little more’ or ‘a lot more’ on services in the local area, with 30% of residents feeling that the level of spending was ‘about the right amount’.

The majority of residents believed that Council should invest more in roads (79%).

93 % placed creating and maintaining sealed roads as the local government function and activity of greatest importance.

Older residents are more likely to not support increased local government expenditure in their local area, compared to younger residents.

Younger residents (18-35 years of age), are prepared to pay either; more rates in return for a greater range of services, or lower rates in exchange for fewer services.

Older residents are more likely not to support increased local government expenditure in their local area, compared to younger residents. They are also more inclined to rate value-for-money of Council services as being of a high standard.

Residents with incomes of $80,000-$100,000 are less likely to hold value-for-money and quality of Council’s services in high regard.  In addition, the majority of residents of this income bracket do not wish for increased expenditure in their local area.

Residents of the Wauchope locality rate value-for-money and quality of services to be of a lower standard and identify a need for increased Council spending in the local area.

Residents new to the area (less than 5-year residency) are prepared to pay lower rates in exchange for fewer services.  However, they do not want to pay more rates to receive a broader range of services.

Residents earning in excess of $100,000 are prepared to pay more rates to receive a greater range of services, but not pay less in exchange for fewer services.

Between 2013-2015 the importance remained mostly unchanged for:

§ Maintenance of sealed roads: 95% vs. 96%

§ Maintenance of unsealed roads: 79% vs. 78%

 

Public Exhibition of amended 2013-2017 Delivery Program and Long Term Financial Plan 2016-2026

·    As adopted by Council in November 2016 the amended documents were placed on public exhibition from 21 November to 18 December.

·    The documents were available for the community to view and make submissions online, at Council’s customer service counters and at community engagement stands during the public exhibition period.

·    Five submissions were received by Council as outlined further in this report.

 

Specific SRV Engagement

·    A variety of engagement methods were used to inform and engage with the community.

·    Key community events were attended to provide the community with information and the opportunity to have their say by completing a survey.  Events included Tastings Ignite, Tastings on Hastings and Countdown to Christmas.

·    On 10 November Council held a community forum to discuss the SRV for Roads. Council presented information to 23 community members who were given the opportunity to ask questions, provide feedback and complete a survey.

·    The community forum was live streamed via the Port Macquarie-Hastings Council Facebook page reaching 5819 community members with 544 engaging via comment/sharing during the live feed. 

·    The footage of the forum remains available on the Port Macquarie-Hastings Council Facebook page having over 900 views to date.

·    Approximately 250 people attended information stalls that were set up at various locations across the region:

Lake Cathie Woolworths;

Main Street Wauchope;

Settlement City Shopping Centre;

Hay Street Forecourt; and

Bold Street Laurieton.

·    Information stands at Council offices in Port Macquarie, Laurieton and Wauchope received approximately 490 visits.

·    Online engagement site (PMHC Listening) was open for 55 days and attracted 1220 visits by 918 people with 600 taking further action to explore the site and gather information.

·    Factsheets were available to inform the community about the proposed SRV.  The factsheets were available at events, customer service counters and also to download online.  Online downloads:

50 - Fact Sheet 3 - Rate Scenarios

41 - Fact sheet 4 - Current SRV achievements

39 - Fact sheet 2 - Rate pegging and Special Rate Variations - SRV the Facts

o 35 - Fact sheet 1 - Talking to our Community

o 30 - Fact sheet 5 - Council Services

·    426 surveys were completed (either directly online or hand written at an event/forum/information stand).

Details of participants are as follows:

Age of those who completed the survey

§ 4.6% - 26-35

§ 10.8% - 36-45

§ 18.5% - 46-55

§ 24.6 % - 56-65

§ 41.5% - Over 65

Location of those who completed the survey

§ 64.6% - Port Macquarie

§ 14.2% - Wauchope

§ 8.5% - Lake Cathie

§ 7.3% - Port Macquarie (Business Centre)

§ 5.4% - Lighthouse Beach

Connection to Port Macquarie-Hastings area

§ 385 - Home Owner

§ 16 - Renter

§ 45 - Business owner/operator

§ 16 - Farm owner/operator

§ 6 - Prefer not to answer

§ 12 - Other

Where respondents income comes from

§ 149 - Work full-time including own business

§ 56 - Work part-time/casual

§ 137 - Self funded retiree

§ 8 - Carer

§ 8 - Studying

§ 19 - Prefer not to answer

§ 77 - Receiving benefits

§ 18 - Other

 

The results of the questions relating to the community’s capacity and willingness to pay are as follows:

 

Do you think maintaining the current level of rates is a reasonable price to pay?

§ 65% - strongly agree, agree or neither agree/disagree

§ 33.4% - disagree or strongly disagree

§ 1.6% - don’t have an opinion/don’t want to answer

 

Do you believe that maintaining the current rate level is affordable?

§ 66.3% - strongly agree, agree  or neither agree/disagree

§ 32.5% - disagree or strongly disagree

§ 1.2% - don’t have an opinion/don’t want to answer

 

·    Feedback comments received from the community via the online survey ‘Making a Decision about Future Rates’, completed at events and at the Community Forum held on 10 November 2016 is detailed in attachment 1.

·    To compliment the community engagement Council used a variety of media communications to inform the community about the SRV and opportunity’s for the community to have their say: media releases, social media, Council website and subscriber emails.

 

Options

 

1.       Council could adopt the recommendation as included in the report.

2.       Council could decide not to adopt the amended Delivery Program 2013-2017 and Long Term Financial Plan 2016-2026 and not to submit the SRV application to IPART.

3.       Council could decide to adopt the amended Delivery Program 2013-2017 and Long Term Financial Plan 2016-2026 and not to submit the SRV application to IPART.

 

Community Engagement & Internal Consultation

 

Community Engagement Program (external):

 

Council has to-date conducted regular engagement with the community relating to the services the community receives as previously outlined previously in this report.

 

A specific requirement of the IPART process, was for Council to provide the community with evidence of the need for a SRV through Council’s planning documents.  The amended 2013 -2017 Delivery Program and Long Term Financial Plan 2016-2026, were placed on public exhibition from 21 November - 18 December.  Five submissions were received by Council during the public exhibition period as outlined below and provided in attachment 2.

 

Submission: Comments on Special Rate Variation Proposals

 

Issue: Opposing SRV

1.

Name redacted

 

Opposed to another SRV or permanent rate variation.  Rates are unaffordable for many.  Encourage Council to co-operate with State and Federal Government to seek opportunities to secure grant funding for specific projects.

 

Response/

Comment:

Council has undertaken a community engagement campaign as per IPART requirements to engage with the community about the proposed SRV and test the community’s willingness and capacity to pay.  The results of this community engagement, the impact to the current roads works program, Councils ability to deliver a service level in line with community expectation and community capacity to pay, are used to inform the decision of Council.

Council has an ongoing focus to identify State and Federal Government opportunities.

·    In 2016 a cost shifting report was presented to Council and subsequently Council lobbied with Members of Parliament for assistance in reducing the financial burden on our community.

·    The newly elected Council have formed a portfolio committee focused on External Grants and Revenues.

 

 

 

Submission: Special Rate Variation Scenarios

 

Issue: Opposing SRV

2.

Name redacted

 

Opposed to any further SRV as rates are already too high, only supports CPI rate peg increase.

 

Response/

Comment:

The proposed SRV increase, as presented to the community, is an increase equivalent to a rate peg increase on Council total income.  The impact to the community based on what they are currently paying would be the effect of rate peg increase only as they are already paying the SRV amount with Council proposing to embed this permanently into the rate base.

It is important to note individual rate payers may be impacted differently due to the complexity of the rating system.

 

 

Submission: Proposed Rate Increases

 

Issue: Opposing SRV

3.

Name redacted

 

Opposed to rate variation. Suggests Council consider selling assets such as unused land or pay off outstanding loans.

 

Response/

Comment:

The proposed SRV increase, as presented to the community, is an increase equivalent  to a rate peg increase on Council total income.  The impact to the community based on what they are currently paying would be the effect of rate peg increase only as they are already paying the SRV amount with Council proposing to embed this permanently into the rate base.

It is important to note individual rate payers may be impacted differently due to the complexity of the rating system.

When preparing its Long Term Financial Plan Council considers all options available.  The works funded by the expiring SRV are ongoing and therefore, the funding also needs to be ongoing.

Council does have a level of loans which are within appropriate benchmarks and financial levels, and are considered prudent in terms of Council’s overall financial management and in ensuring intergenerational equality i.e. loans help to ensure that where a future generation receives benefit from a facility that they share some of the cost for it.

 

 

Submission: Rate Increase

 

Issue: Opposing SRV

4.

Name redacted

 

Opposed to rate increase.  The online survey is a scam. Would like to have been given the option to have just the increase at the rate peg limit. 50% increase over 5 years is about $1,000 to him.

Response/

Comment:

The proposed SRV increase, as presented to the community, is an increase equivalent to a rate peg increase on Council total income.  The impact to the community based on what they are currently paying would be the effect of rate peg increase only as they are already paying the SRV amount with Council proposing to embed this permanently into the rate base.

It is important to note individual rate payers may be impacted differently due to the complexity of the rating system.

To clarify Council is not seeking a 50% SRV. Council is seeking to permanently embed the current expiring SRV only.

 

Submission: SRV for Roads

 

Issue: Opposing SRV and request for further information

5.

Name redacted

The economic modelling is partial. Would like to know at what point an appropriate maintenance level has been implemented. Does not understand why the previous SRV funding is not enough. Concerned roads maintenance is heading towards gold plating standards.

 

Response/

Comment:


Meeting has taken place with Rebecca Olsen - Director Corporate & Organisational Services, Robyn Wilson - Chief Financial Officer and Duncan Clarke - Group Manager of Transport & Stormwater Network to clarify information and answer any further questions.

Discussion included:

-clarification of the impact on ratios as a result of the SRV - SRV improves ratios

-clarification of the works for which this SRV will be used for

-clarification of the process that is undertaken to assess and prioritise works required

 

 

 

As detailed previously in this report, Council also conducted a specific community engagement program in relation to the SRV, engaging with the community via face to face (events, pop up stands, community forum), online survey (PMHC Listening) and information factsheets.

 

Internal engagement has taken place with:

 

Councillors;

General Manager;

Directors;

Chief Financial Officer;

Group Managers.

 

Planning & Policy Implications

 

If Council resolves to submit a SRV application the amended 2013 -17 Delivery Program and Long Term Financial Plan 2016-2026 must be adopted to ensure IPART requirements of providing the community with evidence of the need for a SRV through Council’s planning documents are met.

 

It is important to note that the Long Term Financial Plan was premised on the previously advised 2.5% rate peg not the 1.5% rate peg.

 

Financial & Economic Implications

 

The current SRV funding will expire as of 30 June 2017. It is important to consider the impact the loss of this funding would have on the progress made to date:

·    Council would no longer be in a financial position to strategically manage its road assets, and the condition of the network would deteriorate year on year;

·    Council would be forced to revert to a reactive approach to roads maintenance;

·    Resealing and rejuvenation works would once again be predominantly replaced by reactive jet patching works;

·    Sealed roads in the local government area would only be able to be resealed or rehabilitated every 25 years; and

·    There would be a significant decrease in the level of service provided to residents by these assets.

The Port Macquarie-Hastings area is a high growth centre of the North Coast region and is expected to accommodate a significant proportion of regional growth over the next two decades. The population will grow from 79,114 in 2016 to 102,926 in 2036. As a consequence of this growth, Council must not only provide services to the existing community and maintain existing assets, but Council must also plan for future maintenance and capital expenditure on the infrastructure that will be needed to support the community, business and visitors to the area into the future.

 

To this end, Council holds cash reserves. As at June 2016, Council held $214 million in cash and reserves. Predominantly, these reserves are all allocated for specific purposes, with 70% of these reserves legally only being able to be used for the purpose for which they were collected (for example for water and sewer). The remaining reserves are also predominantly held for specific purposes (for example, for the development of the Airport, or to fund projects which have already commenced). The balances of these reserves are audited annually and published in Council’s financial statements.

 

The level of reserves held by Port Macquarie-Hastings Council is not disproportionate to other similar Councils, noting that different Council’s provide different services. Not all Councils provide Water and Sewer services for example which require significant capital investment.

The scenarios presented for consideration in the November 2016 Council report and subsequently presented to the community for feedback were:

·    Scenario 1: Reduce (rate peg only, current SRV expires)

The current SRV expires at the end of June 2017 which means rates would reduce for 2017-18. This reduction is due to the expiring SRV partially offset by rate peg increase in 2017-18. Each year after that they would increase by the rate peg only.

 

·    Scenario 2: Maintain (rate peg + SRV to replace expiring SRV)

Council would continue receiving the funds from the current SRV and receive the rate peg as determined by IPART. This means in 2017-2018 Council’s general rating income would increase by rate peg.

At the time of community engagement IPART had indicated an expected rate peg of 2.5%.  The scenarios presented to the community for feedback were premised on this 2.5%, the number of rate payers as at 1 July 2016, and the latest land valuations at that time.  Subsequent to the community engagement, IPART have confirmed the 17/18 rate peg is 1.5% as opposed to the expected 2.5%. Additionally the number of rate payers has grown since July.  This results in a lower SRV % application being sought.

It is important to note that all comparisons quoted are averages only on a per annum basis and relate to general rating income.  Special levies and other charges such as waste water, and waste are not impacted by an SRV. These may change due to other factors, and are listed in Council’s Revenue Policy. These are subject to varying guidelines and requirements.

Individual rate payers may be impacted differently due to the complexity of the rating system and land values which may be above or below average in a rating category. Land valuations are provided to Council by the NSW Valuer General. These are not managed or undertaken by Council.

The average impact of the SRV across rating categories and in total will be an increase equal to the rate peg of 1.5%.  This is lower than the 2.5% quoted in the community engagement due to the lower rate peg.

The Emergency Services Levy (ESL) is a State Government charge which is currently collected through insurance premiums.  From 1 July 2017, the State Government has determined that this will be collected through the local government rating system. Council will become a collection agent only for this charge, noting that this will be a new charge on the rate bill, but is not Council money and is not related to the SRV.

As a result of the changes to the collection method of ESL, Council received new land valuation data in early February 2016. Land valuations do not increase Council’s general rating income, but they can shift the rate burden amongst ratepayers within a particular rating category if some properties increase in value relatively more than others. This impact is not caused by the SRV.

The value of the expiring SRV to Council is $1.74m.  Applying 1.5% (rate peg) to this equates to Council seeking approximately $1.76m from the SRV application in 2017/18 to continue maintaining and renewing Council’s road network. As the SRV is a permanent single year application, if successful, this funding would continue and increase year on year by the rate peg.

To continually support Council’s maintenance and renewal of its infrastructure projects, it is recommended an SRV application to permanently embed the current SRV funding is made.

 

To ensure the average increase to rates for the community is equal to the rate peg increase only (1.5%), Council is proposing to apply to continue the current SRV funding plus rate peg amount. This involves an application of 5.39% (3.89% plus 1.5% rate peg).  This is lower than the previously anticipated 6.46% (3.96% plus 2.5% rate peg) due to the lower rate peg and growth since community engagement.

 

Using the current data, the approval of the SRV will result in the total average residential rate increasing by approximately $17, which is a 1.5% increase in 17/18. Following this, the annual increase would be rate peg only unless future SRVs are considered by Council.

 

If the SRV is not approved the total average residential rate would decrease by approximately $26, which is a 2.26% reduction in 2017/18.  Following this, the annual increase would be rate peg only unless future SRVs are considered by Council.

 

 

These figures relate to average general rates across all residential ratepayers. They exclude other charges and special levies, and may vary across individual ratepayers. This is shown in Table 4.

 

Table 4

 

Average General Residential Rate (excludes other charges e.g. waste and special levies)*

Current Average 16/17

Average With SRV

17/18

Average Without SRV 17/18

Total Average Residential Rate $ Rounded

$1,145.74

$1,162.90

$1,119.87

Annual Increase/ (Decrease) from 16/17

 

$17.16

($25.87)

% Increase / (Decrease) from 16/17

 

1.5%

(2.26%)

*Excludes special levies and other charges such as waste water and waste. Special levies and other charges such as waste water, and waste are not impacted by an SRV. These may change due to other factors, and are listed in Council’s Revenue Policy. These are subject to varying guidelines and requirements.

 

The amended 2013 -2017 Delivery Program and Long Term Financial Plan 2016-2026 support this proposed application.

 

Attachments

 

1View. Making A Decision About Future Rates - community feedback

2View. Submissions - Future Rates

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.07

 

Subject:     Monthly Financial Review for January 2017

Presented by: Corporate and Organisational Services, Rebecca Olsen

 

Alignment with Delivery Program

1.4.2  Manage Council’s financial assets, and provide accurate, timely and reliable financial information for management purposes and provide plain English community reporting.

 

 

 

RECOMMENDATION

 

That Council adopt the adjustments in the “Financial and Economic Implications” section of the Monthly Financial Review Report for January 2017.

Executive Summary

 

This report will detail the monthly budget adjustments to 31 January 2017.

 

The Council adopted budget position as at 1 July 2016 was a shortfall of $840,219. 

Adjustments made up to 30 November 2016 have reduced the shortfall position to a shortfall of $388,283. The budget adjustments for January 2017 contained within this report will further reduce this shortfall position to a shortfall of $382,836.

 

Discussion

 

Monthly Budget Adjustments for January 2017

 

Each month, Council’s budgets are reviewed by Managers and Directors with any required adjustments reported.  The purpose of this report is to provide Council with an up to date view of the current actual financial position in comparison to the original adopted 2016-2017 budget along with the proposed movement of funds to accommodate any changes.

 

Monthly Budget Review Summary

 

 

Original Budget as at 1 July 2016

 

Shortfall

 

($840,219)

Plus adjustments:

 

 

July Review

Shortfall

($156,268)

August Review

Balanced

 0

September Review

Surplus

$7,725

October Review

Surplus

$94,718

November Review

Surplus

$505,761

January Review

Surplus

$5,447

 

Forecast budget position for 30 June 2017

 

Shortfall

 

($382,836)

January 2017 Adjustments

The following adjustments reflect the budget adjustments included in this report that impact Council’s budget position:

 

Item

Surplus/

Shortfall

Amount

Comment

Procurement Income

Surplus

        $5,447

Council has received a procurement rebate.

Total

Surplus

        $5,447

 

The following adjustments reflect budget movements as a result of over-expenditure reviews, transfers between accounts, grant funding, transfer from reserves and additional receipts etc that have no impact on the budget position (for example additional income has an associated expenditure budget):

 

Description

Notes

Funding Source

Amount

Grant projects

1

Grant/Revenue

$868,988

Transfers between accounts

2

Revenue

$221,126

Transfer from reserves

3

Reserves

$77,224

S94 funding

4

S94

$130,000

Council resolution

5

Reserve

$150,000

Total

 

 

$1,447,338

The following are included in the January 2017 adjustments:

1.    A number of grant funded projects have required adjustments this month with a net increase in expenditure on those projects of $868,988.

-     $45,745 has been received in additional bushfire maintenance funding.  It is proposed to use these funds for the Emergency operations centre fibre optic installation.

-     $105,000 has been received for building works at the Camden Haven and Wauchope SES buildings.

-     Council has received $22,000 for Fire & Diversity Consortium.  These funds are to be used on a koala fire management project.

-     Council has received a grant of $1,845 for Youth Week activities.

-     $160,000 has been received in grant funding to undertake a flood study of the North Brother Local Catchment at a total cost of $240,000. Council’s component of the project has been transferred from other stormwater projects.

-     $250,000 has been allocated to the detailed design of the flood access of Boundary Street.  The grant received amounts to $166,668 with Council contributing $83,332.  Council’s component of the project has been transferred from the Hastings River Drive Design - Hughes Place to Boundary Street project.

-     Council has received additional grant funding for the Bulli Creek Bridge Replacement, the proportion allocated to this financial year is $204,398.

 

2.    The following transfers between accounts totalling $221,126 have been included this month.

-     $10,000 allocated to the replacement of the segmented paver pathway at Ashdown Reserve is no longer required so the funding has been transferred to Lighthouse Beach Reserve for the upgrade of the fencing.

-     Minor expenditure has been incurred on the finalisation of the following projects.  The funds have been transferred from Apex Park retaining wall.

- Shelly Beach Reserve Improvements $361

- Lake Cathie Foreshore - Replace timber steps and viewing $817

- Gaol Point Improvements $130

- Ruins Way Park - Asphalt seal to bike track $218

-    $9,600 has been transferred from the additional design works allocation to the design and approval activities associated with footpath extension works on Hindman Street, Port Macquarie

-   Pavement stabilisation works to the value of $420,000 are to be undertaken on Ocean Drive.  There is insufficient funds remaining on the regional road block grant allocation so funding has been transferred from council funded road maintenance allocations in the amount of $200,000.

3.    Three projects have had reserve funding of $77,224 allocated to them this month.

-     $745 has been allocated from the airport reserve towards the purchase and improvements to Hangar 5 at the PMQ airport.  This amount relates to a late invoice for works undertaken in Dec 2015/January 2016.

-     The library sells books and collects donations and this money is put into a reserve at year end for future expenditure.  An allocation of $25,000 from this reserve has been made for expenditure on the Book Start program and additional stock.

-     $11,479 has been transferred from the Town Centre Masterplan reserve to provide bin installations in the Port Macquarie town centre.

-     $40,000 has been transferred from the Town Centre Masterplan reserve to fund the repair and upgrade of the outdoor dining area in Hay Street (fronting the former Luxe Café) in accordance with the consensus of the Town Centre Masterplan sub-committee on the 28 July 2016.

4.   $130,000 has been added to the Town Green - Implement masterplan project. Bank protection works will be required at the Town Green in the short term and by integrating these works into the masterplan works economies of scale can be achieved.  S94 funding has been used to fund the increase.

5.   $150,000 has been allocated to Cairncross Landfill Gas Pumping Trial in line with item 15.01 to the December 2016 Council meeting.  The funding has been transferred from waste reserves.

 

It should also be noted that:

-    Any overspends greater than $50,000 and 2% of the project budget are reviewed and approved by the Executive Group, being their function to oversee operational activities and approve operational actions.

-    Any potential gains in interest income have not been taken into consideration into these calculations.

Options

 

Council may adopt the recommendation as proposed or amend as required.

 

Planning & Policy Implications

 

There are no planning and policy implications.

 

Financial & Economic Implications

Attached to the report for information is each individual budget adjustment by Division and Section. The budget movements within this report reduce the budget shortfall to $382,836.

 

Responsible Accounting Officer Statement

The approved budget shortfall for 2016-2017 after the November 2016 Council meeting was a shortfall of $388,283.  The adjustments in this report have reduced this position to a shortfall of $382,836.  The shortfall position is considered an unsatisfactory result for the year and as such budgets will need to be closely monitored during the remainder of the year with a view to reducing this shortfall.

 

 

Attachments

1View. January 2017 Monthly Budget Review

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.08

 

Subject:     Quarterly Budget Review Statement

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.4.2  Manage Council’s financial assets, and provide accurate, timely and reliable financial information for management purposes and provide plain English community reporting.

 

-                       yi

 

RECOMMENDATION

 

That Council note the Quarterly Budget Review Statement for the December 2016 quarter.

 

 

Executive Summary

 

This report will detail the Quarterly Budget Review Statement (QBRS) for the period to the end of the second quarter of the 2016-2017 financial year (July 2016 to December 2016).

 

Discussion

 

The Quarterly Budget Review Statement (QBRS) is a statutory report prepared in accordance with the Local Government (General) Regulations, Sections 202 & 203.

 

The QBRS presents a summary of Council’s financial position at the end of each quarter.  It is a mechanism whereby the Councillors and the community are informed of Council’s progress against the Operational Plan (original budget) and the last revised budget. It also outlines recommended changes and reasons for major variances.

 

Whilst the Local Government (General) Regulations requires the annual budget to be reviewed on a quarterly basis through this QBRS, Councillors are provided with details of the financial position and associated variances on a monthly exception basis.

 

Attached is the Quarterly Budget Review Statement for the December 2016 quarter for Council’s information, which includes the following components:

 

1.   Statement by the Responsible Accounting Officer on Council’s financial position at the end of the year based on the information in the QBRS.

2.   Budget review of Income and Expenditure in a consolidated format (including performance indicators).

3.   Budget review of the Capital budget.

4.   Budget review of the cash and investments position.

5.   Budget review of contracts and other expenses.

6.   TCorp Ratios in line with the Local Government Code of Accounting Practice.

 

Also attached is a confidential attachment on Consultancy engagements as resolved by Council under Item 09.09 Supply of Services to Council on 21 October 2015. This resolution resolved:

 

1.       To Adopt Option 2 to expand the existing reporting format of the Quarterly Budget Review Statement to include additional categories of consultancy engagements including accounting, audit, legal, planning, architectural, surveying, environmental, IT and HR with individual consultant data to be provided in a confidential attachment.

2.       Commence the reporting regime from the next Quarterly Budget Review Statement.

carried:      8/0

For:   Besseling, Cusato, Hawkins, Intemann, Levido, Roberts, Sargeant and Turner

Against:       Nil

 

This attachment titled “2016-2017 December Quarterly Budget Review Statement - Consultancy Engagements” provides information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct business.  Local Government Act 1993 - Section 10A(2)(c).

 

The year-to-date (YTD) reporting in the QBRS is against the phased budgets, improving the reporting with comparisons to Council’s yearly and quarterly budgets. Actual expenditure amounts exclude commitments.

 

The YTD operating result excluding capital items is $48.89m, compared to a YTD budget of $37.42m. Most of this $11.47m variance is in timing in Materials & Contracts and is described below.

 

The following key variances within the Income and Expense statement are noted:

 

Income YTD Actual $133.3m; YTD Budget $120.1m

 

Income of $133.3m for the year to date (YTD) to the end of the second quarter is 111.0% of the YTD budget of $120.1m, representing 75.0% of the $177.7m annual income budget.

 

Key points to note are as follows:

 

1.  Rates & Annual Charges - YTD Actual $84.7m; YTD Budget $83.2m

 

Rates & annual charges of $84.7m remain slightly ahead of the expected budget of $83.2m, being 101.9% of the YTD budget of $83.2m and 97.3% of the $87.0m annual budget. Note that the majority of rates are levied in July, with the exception of annual charges for water which are levied quarterly on the Water Notice.

 

The total YTD variance of $1.54m (favourable) mainly comprises of:

 

·    $0.1m (favourable) for annual general fund rates;

·    $0.6m (favourable) for annual domestic waste charges;

·    $0.4m (favourable) for annual water charges; and

·    $0.4m (favourable) for annual sewer charges.

 

The favourable variances largely relate to population growth in the area.

 

 

2.    User Fees & Charges - YTD Actual $14.55m; YTD Budget $14.85m

 

User fees & charges of $14.55m represent 98.0% of the YTD budget of $14.85m, being 48.8% of the $29.82m annual budget.

 

The total YTD variance of $0.3m (adverse) is mainly made up of:

 

·      $1.0m (adverse) user charges for water consumption, attributable to the timing of water billing invoices, which are issued quarterly;

·      $0.447m (favourable) fees for Planning & Building Certification; $0.324m and $0.123m respectively due to the continued increase in building and subdivision activity in the area;

·      $0.402m (favourable) Tipping Fees primarily due to increased usage of Cairncross Tip; and

·      $0.142m (adverse) Aerodrome user fees mainly due to the timing of receipt of the fees.

 

3.    Interest & Investment Revenue - YTD Actual $3.84m; YTD Budget $2.18m

 

Interest & Investment revenue of $3.84m against the YTD budget of $2.18m is 176.5% of the YTD budget and 81.5% of the annual budget of $4.716m. This comprises the Interest on Investments for the YTD of $3.71m, with an annual budget of $4.358m and Interest on Overdue Rates for the YTD of $0.133m with an annual budget of $0.357m. Further information on Investments can be found in the Investment report.

 

4.    Other Revenues - YTD Actual $2.69m; YTD Budget $2.12m

 

Other revenues of $2.69m are 127.3% of the $2.12m YTD budget, and 58.9% of the $4.57m annual budget. The total YTD variance of $0.578m (favourable) is primarily made up of:

 

·      $0.08m (favourable) Ordinance Services fines income, subject to timing as it is handled by a third party, the Office of State Revenue *;

·      $0.218m (favourable) Waste Management Income *;

·      $0.09m (favourable) fees for Private Water Testing, which is subject to demand;

·      $0.07m (favourable) fees for Rental of Council Facilities/Reserves *; and

·      $0.120m (favourable) various other minor revenues.

 

* Note that some of this revenue relates to services from the previous financial year, but not received until this financial year.

 

5.    Operating Grants & Contributions - YTD Actual $8.21m; YTD Budget $8.23m

 

Operating grants & contributions of $8.21m are largely in line with the YTD budget of $8.23m, the variance being 99.8% against the YTD budget and 43.6% against the annual budget of $18.8m. The total YTD variance of $0.018m (adverse) comprises of the following:

 

·      $0.083m (favourable) Section 94 administration levy, due to increased subdivision and building activity in the area; and

·      $0.101m (adverse) various operating grants, timing issue.

 

6.    Capital Grants & Contributions – YTD Actual $19.31m; YTD Budget $9.55m

 

YTD income from these items is $19.31m against the YTD budget of $9.55m, and represents 59.1% of the $32.67m annual budget. The YTD variance of $9.76m (favourable) is further dissected into grants and contributions and is discussed below:

 

a.    $2.48m (favourable) Capital Grants YTD grant income of $8.01m is 115.1% of the $5.52m YTD budget against the annual budget of $18.11m. The main variances are:

 

·    $5.66m (favourable) Stingray Creek Bridge, funding received earlier than expected;

·    $0.28m (favourable) Westport Boatramp Upgrade, timing issue;

·    $1.15m (adverse) Port Macquarie Indoor Stadium, timing issue;

·    $0.394m (adverse) Lake and Blackbutt Road Intersection, timing issue;

·    $0.387m (adverse) Bullli Creek Bridge Replacement, timing issue;

·    $0.257m (adverse) Pappinbarra Road - Frazers Creek Road Safety Treatment, timing issue;

·    $0.206m (adverse) Comboyne Road Linemarking & Signage, timing issue;

·    $0.155m (adverse) Remembrance Drive Works, timing issue; and

·    $0.79m (adverse) various other grant funded roads projects, timing issue.

 

b.   $7.27m (favourable) Capital Contributions comprise two elements, cash and non-cash. The cash element is Section 64 & 94 developer contributions. The second element is non-cash contributions, being developer provided assets.

 

·   Cash income for the YTD is $11.3m, against the YTD budget of $4.03m.  This equates to 77.6% of the annual budget of $14.56m. This is due to the increased subdivision and building activity in the area.

·   Non-cash contributions will not be known until towards the end of the financial year.

 

Expenses

 

1.   Employee costs - YTD Actual $20.08m; YTD Budget $21.25m

 

YTD employee costs are $20.08m versus the YTD budget of $21.25m, creating a favourable variance of $1.17m. As at the end of the second quarter, this equates to 94.5% of the YTD budget, and 41.9% of the annual budget.

 

Variances are largely due to unfilled positions and timing differences that are contingent upon when employees take their leave and the duration of that leave.

 

Other variances include:

·      $0.580m (favourable) Workers Compensation, this varies depending on the number of injury claims. The workers’ compensation premium remains below the budget. It is deemed prudent to keep the budget at this level, as injury claims determine the actual premium. PMHC actively works to keep claims as low as possible and this is represented by a low claims history.

 

2.   Borrowing costs - YTD Actual $1.87m; YTD Budget $1.74m

 

Borrowing costs of $1.87m are roughly in line with estimated expectations, being 107.2% of the YTD budget and 41.9% of the $4.47m annual budget. Note that these costs are subject to the timing of payments, receipts of interest payment information and accrual entries.

 

3.   Materials & Contracts - YTD Actual $16.05m; YTD Budget $21.02m

 

Expenditure to the end of the second quarter is $16.05m, which is 76.4% of the YTD budget of $21.02m, and 40.3% of the annual budget of $39.80m. The YTD variance of $6.4m (favourable) is mainly due to timing, unless stated otherwise:

 

·    $0.849m (favourable) in Transport & Traffic: across various maintenance projects;

·    $0.496m (favourable) in Natural Resources, across various maintenance projects;

·    $0.348m (favourable) in Drainage: across various maintenance projects;

·    $0.817m (favourable) Sewer section: across various maintenance projects; and

·    $1.087m (favourable) Waste section: $0.360m (favourable) Dunbogan Waste Depot Capping, timing; and $0.727m (favourable) across various other maintenance projects.

 

4.   Other Expenses - YTD Actual $6.07m; YTD Budget $6.59m

 

The amount expended of $6.07m for Other Expenses totals 92.1% of the YTD budget of $6.59m, representing 50.1% of the annual budget of $12.13m. The YTD variance of $0.52m (favourable) is predominately made up of:

 

·    $0.426m (favourable) Electricity & Street Lighting expenses, noting that the payment for these services is made a month in arrears; and

·    $0.109m (favourable) Other Donations & Contributions due to timing.

 

5.   Net loss from disposal of assets

 

This section relates to the net profit or loss, which occurs from either the sale of assets, such as plant or land, or following asset capitalisation when an asset is renewed and the old asset disposed.

 

·    $14.7k (loss) represents the actual losses on sale or disposal of assets, all relating to plant and equipment.

·    $32.8k sales proceeds received but not yet processed in the Assets Register.

 

Note that a budget review occurs each month with any required adjustments to estimates made at the time. It is therefore not appropriate to make any adjustments at this time. These variances can be largely attributed to timing of events.

 

Capital Expenditure

 

This section includes a comparison of the actual result against the phased capital expenditure budget. Note that the total carry-over budget from 2015-2016 is $32.334m, of which $30.371m is capital, and the remaining balance of $1.963m is operating expenditure.

 

To the end of the second quarter and excluding the Loan repayments, $33.1m was expended being 65.0% of the YTD budget of $50.9m, and 31.1% of the annual budget of $106.5m. The YTD ‘under-spend’ is $17.8m. In addition to this expenditure, there are commitments for works in the order of $17.1m.

 

As a comparison for the YTD and excluding the Loan repayments, the period to the end of December 2016 is ahead of the same time last year. For the second quarter in 2015-2016, a total of $26.3m was expended being 53.6% of the YTD budget of $49.2m and 21.7% of the annual budget of $121.6m.

 

The key variances are detailed below. Of these, Council expects most to be underway or complete at 30 June 2017.

 

General Fund - Under-spend YTD $13.62m: YTD Actuals $24.32m; YTD Budget $37.94m

 

General Fund has expended $24.32m of the $37.94m YTD budget, being 64.1%, and is 32.7% of the annual budget of $74.27m. The YTD ‘under-spend’ is $13.62m with main ‘under-spends’ noted below:

 

·    $2.13m Ocean Drive at Lakewood - behind schedule, project planning commenced;

·    $1.43m TCMP Construction of Town Square - behind schedule, detailed design being completed;

·    $1.41m Fleet Purchases - project is on-track, purchases on an ‘as needs’ basis;

·    $1.31m Gordon Street Upgrade Lake to Horton Streets - planning underway, preliminary works to start early 2017;

·    $1.3m Port Macquarie new Works Depot - required funding being considered prior to the physical works commencing;

·    $0.60m Beechwood Road Reconstruction, Riverbreeze to Waugh Street - behind schedule, project planning underway;

·    $0.60m Road Resealing project - on-track, resealing works underway;

·    $0.51m Port Macquarie Indoor Stadium - on track, variance due to timing;

·    $0.40m Wauchope Swimming Pool - behind schedule, due to open early January; and

·    $0.031m Flynn’s Beach Seawall - behind schedule, tender for construction advertised November 2016.

 

Spending ahead of the YTD budget

·    $0.514m Stingray Creek Bridge - on target; and

·    $0.917m Houston Mitchell Drive Stage 2 & 3 - on target, revised completion date due to weather & variations to the contract. 

 

Waste - Spend ahead of YTD budget $1.75m: YTD Actuals $3.75m; YTD Budget $2.0m

 

Spending for the YTD is ahead of the YTD budget by $1.75m and primarily relates to the Kew Transfer Station. This project is ahead of the YTD budget by $1.74m, noting that the annual budget is $4.3m and due for completion mid-2017.

 

Water – Under-spend YTD $1.69m: YTD Actuals $2.42m; YTD Budget $4.11m

 

The YTD ‘under-spend’ against the YTD budget totals $1.69m, being 58.8% of the YTD budget, with key variances noted below:

 

Spending below the YTD budget

·    $1.26m Southern Arm Trunk Main - project commenced, clearing of easement and geotech to start in the fourth quarter;

·    $0.596m Sancrox Reservoir Trunkmain - design on-going, construction to start early 2017, may continue into 2017/18; and

·    $0.187m Port Dam 33Kv Switchgear - at design phase.

 

Spending ahead of the YTD budget

·    $0.267m Water Renewals & minor Works – works undertaken as required; and

·    $0.177m Thrumster Reclaimed Water Interim Rising Main - on target, variance due to timing. 

 

Sewer - Under-spend YTD $4.23m: YTD Actuals $2.61m; YTD Budget $6.84m

 

The Sewer section has a YTD budget ‘under-spend’ of $4.23m being 38.1% of the YTD budget. The main ‘under-spends’ are:

 

·    $1.11m Port Macquarie Water Treatment Plant Upgrade - project is currently on-track, variance due to timing;

·    $0.500m Developer Provided assets - this is dependent on Developers providing the Works as Executed of constructed assets;

·    $0.429m Port Macquarie Sewer Pump Station #71 - in design stage;

·    $0.406m Sewer Rehabilitation - works ongoing on an ‘as needs basis’; and

·    $0.400m Camden Haven Upgrade & Upsize Mains & Pumps – behind schedule, initial design complete, further investigations being undertaken.

 

TCorp Ratios

 

Last year the presentation methodology of all ratios was reviewed to ensure that the reported ratio is a projected year end result. This projection is based on approved full year budget wherever possible, or where this is not possible, it is based on an estimated year end position.  The methodology is indicated in the table attached.

 

Operating Performance Ratio

 

The Operating Performance ratio is often considered the most important ratio for Council to meet.  The result projection as at December 2016 includes all approved adjustments to budgets up to and including the December Council meeting.

 

There has been a slight improvement since the original approved budget and Council is closely monitoring budgets to include any savings in future monthly budget reviews. 

 

This ratio may be impacted by year end accruals.

 

Rates and Annual Charges Outstanding Ratio

 

Considerable work has been, and continues to be undertaken to enhance this ratio and the ratio achieved for the 2015-2016 financial year (5.34%) was the best Council has produced since 2006. The current forecast is an estimated 5.39%. It should be noted that with reduced outstanding rates comes reduced income from interest charged on outstanding rates and annual charges which then negatively affects other ratios such as Operating performance and Own source revenue.  Previously the benchmark for this ratio (provided by Local Government Professionals Australia, NSW [formerly LGMA NSW]) was 6%.  The current Code of Accounting Practice has a benchmark for Metro councils of 5% which the auditors have applied to Port Macquarie-Hastings Council.

 

Building and Infrastructure Renewals Ratio

 

The building and infrastructure renewals ratio is a difficult ratio for Council to meet as the definition of a renewal is “Works to replace existing assets or facilities with assets or facilities of equivalent capacity or performance capability”. 

 

Council often increases the capacity of an asset whilst undergoing a renewal but this portion of the cost is not considered a renewal. 

 

The ratio does not consider the need for Council to spend on new infrastructure, and is also adversely impacted by gifted assets due to the increase in depreciation as a consequence of these assets.

 

For a Council to increase its renewal spend to improve this ratio performance may have an impact on the funds available for new assets, such as new footpaths etc.

 

The Office of Local Government has released a draft “Special Schedule 7 Appendix B - Examples of Renewal and Rehabilitation Costs and Activities” which specifies that costs previously regarded as new assets can be classified as renewals where they relate to the modern engineering equivalent.

 

Infrastructure Backlog

 

This ratio has been estimated based on historical percentages applied to budget spend. Significant reseals are expected to be undertaken in this financial year and it is anticipated that this expenditure will address a portion of Council’s infrastructure backlog. 

 

Assets Maintenance Ratio

 

Significant work was done in the 2014-2015 financial year to calculate the actual amount of “required” maintenance for purposes of calculating this ratio. This figure is currently forecast at 0.89 for this financial year.

 

The Office of Local Government (OLG) definition of required maintenance are those costs identified in the Asset Management Plans (for the reporting period) of routine activities that should be undertaken to sustain the asset in a functional state, ensuring the assets reach the predicted useful life, excluding rehabilitation or renewal. Therefore, if additional road reseals/renewals continue to occur it is expected that the required maintenance may reduce, improving this ratio.

 

Furthermore the OLG has released a draft “Special Schedule 7 Appendix A - Examples of Maintenance and Operating Activities” which will assist Council in ensuring the correct types of expenditure are included in this ratio.

 

Options

 

Council may adopt the recommendation as proposed or amend as required.

 

Community Engagement & Internal Consultation

 

Not applicable.

 

Planning & Policy Implications

 

Nil.

 

Financial & Economic Implications

 

There are no financial and economic implications in this report. The variances between budget and actual results continue to be monitored.

 

Attachments

 

1View. 2016-2017 December Quarterly Budget Review Statement

2View. Confidential 2016-2017 December Quarterly Budget Review Statement  (Confidential)

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.09

 

Subject:     Investments - December 2016

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.4.2  Manage Council’s financial assets, and provide accurate, timely and reliable financial information for management purposes and provide plain English community reporting.

 

 

RECOMMENDATION

 

That Council note the Investment Report for the month of December 2016.

 

 

Executive Summary

 

·    Total funds invested as at 31 December 2016 equals $227,960,789.

·    Year-to-date investment income of $3,713,130 is 85.19%of the total annual investment income budget of $4,358,600.

·    In line with Council’s Investment Policy, the total portfolio has performed above benchmark levels.

 

Discussion

 

Overview

 

Councils (including Port Macquarie-Hastings Council) provide a broad range of services and associated infrastructure to their communities.

 

These services include (but are not limited to) the following:

 

-     Water and Sewer services;

-     Waste services;

-     Port Macquarie Regional Airport;

-     Cemeteries;

-     Roads and Bridges;

-     Various Recreation and Cultural facilities.

 

The Port Macquarie-Hastings area is a high growth centre of the North Coast region and is expected to accommodate a significant proportion of regional growth over the next two decades. The population will grow from 79,114 in 2016 to 102,926 in 2036. As a consequence of this growth, Council must not only provide services to the existing community and maintain existing assets, but Council must also plan for future maintenance and capital expenditure on the infrastructure that will be needed to support the community, business and visitors to the area into the future.

 

Council holds cash reserves as an alternative to (or to supplement) borrowing. As at June 2016, Council held $214 million in cash and reserves. Predominantly, these reserves are all allocated for specific purposes, with 70% of these reserves legally only being able to be used for the purpose for which they were collected (for example for water and sewer). The remaining reserves are also predominantly held for specific purposes (for example, for the development of the Airport, or to fund projects which have already commenced). The balances of these reserves are audited annually and published in Council’s financial statements.

 

The level of reserves held by Port Macquarie-Hastings Council is not disproportionate to other similar Councils, noting that different Council’s provide different services. Not all Councils provide Water and Sewer services for example which require significant capital investment.

 

The balances of these reserves are invested until such time as they are required. This report details how Council invests these reserves to ensure the appropriate balance between risk and financial return (through interest).

 

Current Investments

 

Council is required to undertake investments in accordance with section 625 of the Local Government Act 1993.  This report provides details of Council’s investments, and certifies that all funds that Council has invested as at 31 December 2016, comply with this Act.

 

All investments have been made in accordance with the Act and Regulations, and Council’s Investment Policy.

 

As at 31 December 2016, the investments held by Council totalled $227,960,789

and were attributed to the following funds:

 

 

Whilst the current level of investments remain high, these largely relate to funds which have legal restrictions (for example water and sewer), or for funds held for specific purposes.

 

These funds may be spent in the shorter or longer term depending on the required timing of future works. The totals will fluctuate dependent on the status of individual projects.

 


 

Investments by Fund - as at 31 December 2016

 

 

 

Portfolio Performance

 

·    Council’s total investment portfolio performance as at 31 December 2016 was 1.35% above the benchmark (3.12% against 1.77%).  Benchmark being the Bank Bill reference rate as at 30 December 2016 in the Australian Financial Review published 4 January 2017.

·    The total year-to-date investment income of $3,713,130 is 85.19% of the total annual budget of $4,358,600.

 

The year-to-date actual reflects total earning including both cash and accruals.

 

Investment Portfolio Mix

 

Council’s current portfolio is made up of cash and term deposits. The total term deposits represent 87.69% of the total investment portfolio.  As at 31 December 2016, the total investment portfolio was $227,960,789 which is up from $226,743,881 as at the end of November 2016. This consists of term deposits of $199,900,000 and cash $28,060,789.

 

 

 

Term Deposits - Current month $199.900.000 - Prior month $211,900,000

 

Council’s Investment Policy identifies the maximum amounts that can be invested in term deposits within the various maturity constraints and the amounts which can be held with various institutions based on their respective credit ratings.

 

Council’s current term deposit portfolio mix as at 31 December 2016 is as follows:

 

Table 1 - Term to Maturity

 

This table shows the amounts invested by various maturity profiles. These are in accordance with limits established by Council’s Policy:

 

 

 

Table 2 - Overall Portfolio Credit Framework

 

The institutions that Council invests with have credit ratings.  Council policy specifies limits that can be invested within each rating band.   These limits are to help avoid over exposure in any rating category. The table below groups the amounts held with various institutions based on their respective credit ratings, and compares the total to the maximum limit set for each credit rating category.  Investments are within policy.

 

 

These tables show the total amount held for Council’s term deposits as at 31 December 2016. 

 

Credit Unions are regarded as ADI’s (Authorised Deposit Taking Institutions) and generally do not have ratings. Under the regulation of Australian Prudential Regulation Authority (APRA), all ADI’s have to meet the same requirements in terms of capital adequacy (how much capital they are required to hold), ensuring they don’t take on too much leverage and become insolvent. In addition, ADI’s are an eligible investment under the Minister’s Order.

 

Cash - Westpac Business Cash Reserve Account

Current month $28,060,789 - Prior month $14,843,881

 

This is not available unrestricted cash.

 

This is a maxi account which the Council uses as a cash management tool only. Funds are transferred in and out of this account daily prior to investment, given its higher rate of interest than the general payment account. Levels in this account vary dependent on the time of month and rate payer/creditor cycle.

 

Throughout the month of December, $10 million in funds matured with no funds reinvested into term deposits throughout the month as higher levels were maintained to cover larger end of year creditor payments.

 

It should be noted that funds currently within the Westpac Business Cash Reserve Account are attracting an interest rate of 2.2% being the current cash rate plus 0.7% (based on the cash rate drop on 3 August 2016), which performs better  than the benchmark (1.77% 31 December ).

 

The largest sector of the portfolio is the term deposit allocation of $199,900,000 (last month $211,900,000) or 93.45% of the total.

 

Investment Portfolio by Maturity Date - as at 31 December 2016

 

 

 

 

 

 

Options

 

This is an information report.

 

Community Engagement & Internal Consultation

 

Council uses the services of an independent financial advisor, on an as needs basis with investments. The investments placed this month were term deposits. At least three quotes were obtained from financial institutions in line with Council’s Investment Policy. The services of an independent financial advisor were not required. Council obtains regular updates regarding market activities positions from various institutions.

 

Planning & Policy Implications

 

There are no planning and policy implications.

 

Financial & Economic Implications

 

Benchmark and budget levels have been met on a year to date basis. On an annual basis, if benchmark levels are not reached, then this may result in budget cuts in other areas to fund the shortfall.

 

Council’s total investment portfolio performance for 31 December 2016 is 1.35% above the benchmark (3.12% against 1.77%) and year to-date income is 85.19% of the total annual budget.

 

It should be noted that investment income is noted as a gross amount. Section 97(5) of the Local Government Act 1993 indicates that any security deposit held with Council must be repaid with interest accrued. These security deposits will only relate to bonds held for security to make good damage done to works.

 

The overall investment income will be adjusted at financial year end by the total interest refunded on repayment of bonds. As Council constantly receives and refunds bonds, it is difficult to accurately determine the quantum of these refunds. This financial year to date Council has refunded bonds with an associated interest component of $26,476.45 which will be monitored and advised monthly.

 

Certification

 

I hereby certify that the investments listed within this report have been made in accordance with Section 625 of the Local Government Act 1993, clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.

 

 

Robyn Wilson

Responsible Accounting Officer

 

Attachments

 

Nil

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.10

 

Subject:     Investments - January 2017

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.4.2  Manage Council’s financial assets, and provide accurate, timely and reliable financial information for management purposes and provide plain English community reporting.

 

 

RECOMMENDATION

 

That Council note the Investment Report for the month of January 2017.

 

 

Executive Summary

 

·    Total funds invested as at 31 January 2017 equals $231,510,481.

·    Year-to-date investment income of $4,321,248 is 99.14% of the total annual investment income budget of $4,358,600.

·    In line with Council’s Investment Policy, the total portfolio has performed above benchmark levels.

 

Discussion

 

Overview

 

Councils (including Port Macquarie-Hastings Council) provide a broad range of services and associated infrastructure to their communities.

 

These services include (but are not limited to) the following:

 

-     Water and Sewer services;

-     Waste services;

-     Port Macquarie Regional Airport;

-     Cemeteries;

-     Roads and Bridges;

-     Various Recreation and Cultural facilities.

 

The Port Macquarie-Hastings area is a high growth centre of the North Coast region and is expected to accommodate a significant proportion of regional growth over the next two decades. The population will grow from 79,114 in 2016 to 102,926 in 2036. As a consequence of this growth, Council must not only provide services to the existing community and maintain existing assets, but Council must also plan for future maintenance and capital expenditure on the infrastructure that will be needed to support the community, business and visitors to the area into the future.

 

Council holds cash reserves as an alternative to (or to supplement) borrowing. As at June 2016, Council held $214 million in cash and reserves. Predominantly, these reserves are all allocated for specific purposes, with 70% of these reserves legally only being able to be used for the purpose for which they were collected (for example for water and sewer). The remaining reserves are also predominantly held for specific purposes (for example, for the development of the Airport, or to fund projects which have already commenced). The balances of these reserves are audited annually and published in Council’s financial statements.

 

The level of reserves held by Port Macquarie-Hastings Council is not disproportionate to other similar Councils, noting that different Council’s provide different services. Not all Councils provide Water and Sewer services for example which require significant capital investment.

 

The balances of these reserves are invested until such time as they are required. This report details how Council invests these reserves to ensure the appropriate balance between risk and financial return (through interest).

 

Current Investments

 

Council is required to undertake investments in accordance with section 625 of the Local Government Act 1993.  This report provides details of Council’s investments, and certifies that all funds that Council has invested as at 31 January 2017, comply with this Act.

 

All investments have been made in accordance with the Act and Regulations, and Council’s Investment Policy.

 

As at 31 January 2017, the investments held by Council totalled $231,510,481

and were attributed to the following funds:

 

 

Whilst the current level of investments remain high, these largely relate to funds which have legal restrictions (for example water and sewer), or for funds held for specific purposes.

 

These funds may be spent in the shorter or longer term depending on the required timing of future works. The totals will fluctuate dependent on the status of individual projects.

 


 

Investments by Fund - as at 31 January 2017

 

 

 

Portfolio Performance

 

·    Council’s total investment portfolio performance as at 31 January 2017 was 1.56% above the benchmark (3.18% against 1.62%).  Benchmark being the Bank Bill reference rate as at 30 January 2017 in the Australian Financial Review published 1 February 2017.

·    The total year-to-date investment income of $4,321,248 is 99.14% of the total annual budget of $4,358,600.

 

 

The year-to-date actual reflects total earning including both cash and accruals.

 

Investment Portfolio Mix

 

Council’s current portfolio is made up of cash and term deposits. The total term deposits represent 93.26% of the total investment portfolio.  As at 31 January 2017, the total investment portfolio was $231,510,481 which is up from $227,960,789 as at the end of December 2016. This consists of term deposits of $215,900,000 and cash $15,610,481.

 

 

 

Term Deposits - Current month $215,900,000 - Prior month $199,900,000

 

Council’s Investment Policy identifies the maximum amounts that can be invested in term deposits within the various maturity constraints and the amounts which can be held with various institutions based on their respective credit ratings.

 

Council’s current term deposit portfolio mix as at 31 January 2017 is as follows:

 

Table 1 - Term to Maturity

 

This table shows the amounts invested by various maturity profiles. These are in accordance with limits established by Council’s Policy:

 

 

 

Table 2 - Overall Portfolio Credit Framework

 

The institutions that Council invests with have credit ratings.  Council policy specifies limits that can be invested within each rating band.   These limits are to help avoid over exposure in any rating category. The table below groups the amounts held with various institutions based on their respective credit ratings, and compares the total to the maximum limit set for each credit rating category.  Investments are within policy.

 

 

These tables show the total amount held for Council’s term deposits as at 31 January 2017. 

 

Credit Unions are regarded as ADI’s (Authorised Deposit Taking Institutions) and generally do not have ratings. Under the regulation of Australian Prudential Regulation Authority (APRA), all ADI’s have to meet the same requirements in terms of capital adequacy (how much capital they are required to hold), ensuring they don’t take on too much leverage and become insolvent. In addition, ADI’s are an eligible investment under the Minister’s Order.

 

Cash - Westpac Business Cash Reserve Account

Current month $15,610,481 - Prior month $28,060,789

 

This is not available unrestricted cash.

 

This is a maxi account which the Council uses as a cash management tool only. Funds are transferred in and out of this account daily prior to investment, given its higher rate of interest than the general payment account. Levels in this account vary dependent on the time of month and rate payer/creditor cycle.

 

Throughout the full month of January, $9 million in funds matured with $25 million in funds reinvested into term deposits.

 

It should be noted that funds currently within the Westpac Business Cash Reserve Account are attracting an interest rate of 2.2% being the current cash rate plus 0.7% (based on the cash rate drop on 3 August 2016), which performs better  than the benchmark (1.62% 30 January 2017).

 

The largest sector of the portfolio is the term deposit allocation of $215,900,000 (last month $199,900,000) or 93.26% of the total.

 

Investment Portfolio by Maturity Date - as at  31 January 2017

 

 

 

 

 

*The investments highlighted in yellow in the table above are new investments for January 2017.

 

Options

 

This is an information report.

 

Community Engagement & Internal Consultation

 

Council uses the services of an independent financial advisor, on an as needs basis with investments. The investments placed this month were term deposits. At least three quotes were obtained from financial institutions in line with Council’s Investment Policy. The services of an independent financial advisor were not required. Council obtains regular updates regarding market activities positions from various institutions.

 

Planning & Policy Implications

 

There are no planning and policy implications.

 

Financial & Economic Implications

 

Benchmark and budget levels have been met on a year to date basis. On an annual basis, if benchmark levels are not reached, then this may result in budget cuts in other areas to fund the shortfall.

 

Council’s total investment portfolio performance for 31 January 2017 is 1.56% above the benchmark (3.18% against 1.62%) and year to-date income is 99.14% of the total annual budget.

 

It should be noted that investment income is noted as a gross amount. Section 97(5) of the Local Government Act 1993 indicates that any security deposit held with Council must be repaid with interest accrued. These security deposits will only relate to bonds held for security to make good damage done to works.

 

The overall investment income will be adjusted at financial year end by the total interest refunded on repayment of bonds. As Council constantly receives and refunds bonds, it is difficult to accurately determine the quantum of these refunds. This financial year to date Council has refunded bonds with an associated interest component of $29,783.63 which will be monitored and advised monthly.

 

Certification

 

I hereby certify that the investments listed within this report have been made in accordance with Section 625 of the Local Government Act 1993, clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.

 

 

Robyn Wilson

Responsible Accounting Officer

 

Attachments

 

Nil

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.11

 

Subject:     Glasshouse Quarterly Report And Update on Strategic Plan Recommendations

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.5.3  Ensure ratepayer value for money through continuous improvement in quality, effectiveness and efficiency of delivery of Council services.

 

 

 

RECOMMENDATION

 

That Council note the information provided in the Glasshouse Quarterly Report And Update on Strategic Plan Recommendations Report.

 

Executive Summary

 

At the Ordinary Council Meeting held on 20 February 2013, Council resolved:

 

08.17 GLASSHOUSE FINANCES

RESOLVED: Hawkins/Roberts

That Council:

1. Note the information contained in the report.

2. Adopt the budget amendments to the current financial year as detailed in the confidential attachment.

3. Request a detailed quarterly Glasshouse financial report be tabled at relevant Council meetings commencing from the fourth quarter reporting period of the 2012/2013 financial year i.e. the first quarterly report to be tabled in July 2013. The report should be sufficiently detailed to provide a break down across the key reporting categories for the Glasshouse i.e. Commercial, Community, Cultural, Front of House, Back Of House and Glasshouse Management.

4. That a report be prepared for the March 2013 Council Meeting outlining possible options for debt reductions for the Glasshouse.

CARRIED: 8/0

FOR: Besseling, Cusato, Griffiths, Hawkins, Levido, Roberts, Sargeant and Turner

AGAINST: Nil

 

Further, at the Ordinary Council Meeting held on 16 July 2014, Council resolved:

 

09.04 GLASSHOUSE STRATEGIC PLAN

 MOTION

MOVED: Roberts/Turner

That Council:

1. Adopt the Glasshouse Strategic Plan 2014 - 2017 as detailed in this report.

2. Request that the General Manager include within the Glasshouse Financial

Quarterly Report, an update on progress made against the Glasshouse

Strategic Plan, commencing in October 2014.

3. Waive the fee for display of brochures in the Glasshouse to previous

partnership program members (as at 30 June 2014) pending the outcome of

the review of information services prescribed at Action 2.2 of the Glasshouse

Strategic Plan.

FORESHADOWED MOTION

MOVED: Sargeant

That Council defer consideration of the Glasshouse Strategic Plan subject to further

information being provided as previously outlined relating to levels of service and

overall management and financial matters.

THE MOTION WAS PUT

RESOLVED: Roberts/Turner

That Council:

1. Adopt the Glasshouse Strategic Plan 2014 - 2017 as detailed in this report.

2. Request that the General Manager include within the Glasshouse Financial

Quarterly Report, an update on progress made against the Glasshouse

Strategic Plan, commencing in October 2014.

3. Waive the fee for display of brochures in the Glasshouse to previous

partnership program members (as at 30 June 2014) pending the outcome of

the review of information services prescribed at Action 2.2 of the Glasshouse

Strategic Plan.

CARRIED: 7/1

FOR: Besseling, Cusato, Griffiths, Hawkins, Intemann, Roberts and Turner

AGAINST: Sargeant

 

At the Ordinary Council Meeting held on 21 October 2015, Council also resolved:

 

09.12 GLASSHOUSE QUARTERLY REPORT AND UPDATE ON STRATEGIC

PLAN RECOMMENDATIONS

 RESOLVED: Roberts/Levido

That Council:

1. Note the information provided in the report.

2. Request that in future reports the updated status of the Glasshouse loan

balances be reported.

CARRIED: 8/0

FOR: Besseling, Cusato, Hawkins, Intemann, Levido, Roberts, Sargeant and Turner

AGAINST: Nil

 

Accordingly, this report tables a quarterly report on the Glasshouse finances as at 31 December 2016 including the updated status of the Glasshouse loan balances, and provides an update on progress achieved against the Recommendations identified in the Glasshouse Strategic Plan 2014 - 2017.

 

Discussion

 

Glasshouse Finances

 

The December review and attached report present the financial performance of the Glasshouse Venue for the second quarter of the 2016 - 2017 financial year (1 October 2016 to 31 December 2016) and the financial year to date (1 July 2016 to 31 December 2016).

 

The commentary in this report refers to the operating deficit (before interest and depreciation).

 

The attached quarterly Financial Statement also shows the operating deficit (after interest and depreciation). Over time, loan interest expense will decrease as loans are repaid. Depreciation is subject to revaluations. These expense items may distort the overall result when comparing with the previous financial year period hence why the commentary refers to the operating result before interest and depreciation.

 

The operating deficit for the financial year to date (before interest & depreciation) is $1,160,057 against a budget of $1,183,193, hence tracking within budget. Actual results for the same period in the prior year (1 July 2015 to 31 December 2015) was an operating deficit of $1,216,232. Hence the Glasshouse operating position has improved by $56,175 when compared to the same period 12 months ago.

 

It should be noted that being a venue, income patterns can be subject to market forces, availability (and timing) of product in the market-place and seasonality. Commercial venue hire is slightly up on the same period last year. Performing arts revenue is lower than the previous year however in line with that related costs associated with the performing arts program is also lower than the same period last year.

 

This operating deficit (before interest & depreciation) can also be represented as follows:

 

Glasshouse Operating Deficit by Activity - Year to Date 31 December 2016:

 

 

Management

Back of House

Front of House

Community

Commercial

Cultural

Total

Operating Income

-

2,095

690,355

100,431

792,881

Operating Expenditure (Before Council Overheads)

102,223

541,876

285,526

29,897

428,152

372,374

1,760,048

Council Overheads

44,364

15,430

32,791

9,645

23,150

67,510

192,890

Net Operating Surplus (Deficit)

(146,587)

(557,306)

(318,317)

(37,447)

239,053

(339,453)

(1,160,057)

 

Management, Back of House and Front of House provide internal support functions for Community, Commercial and Cultural activities. Community and Cultural functions also hire space from the Commercial function to derive actual costs of delivering community and cultural functions within the Glasshouse overall function. When the costs of these internal support functions are distributed, the operating surplus (deficit) can be represented as follows:

 

Glasshouse Operating Deficit by Activity (after internal adjustments) - Year to Date 31 December 2016:

 

 

Management

Back of House

Front of House

Community

Commercial

Cultural

Total

Net Operating Deficit (from the above table)

(146,587)

(557,306)

(318,317)

(37,447)

239,053

(339,453)

(1,160,057)

Internal Overhead Distribution

146,587

557,306

318,317

(271,950)

97,244

(847,504)

-

Net Operating  Surplus (Deficit) (after internal adjustments and transfers)

-

-

-

(309,397)

336,297

(1,186,957)

(1,160,057)

 

Glasshouse Loan Balances

 

Loan borrowings assisted in the funding of the Glasshouse at the time of construction. Of the total cost, $27,975,954 was sourced through loan borrowings that are repaid through Council general revenue; and $10,873,801 was sourced through loan borrowings that are paid from the S94 restricted asset for community facilities. Councils often use borrowing as a way to fund additional infrastructure whilst maintaining intergenerational equity outcomes.

 

Of the borrowings that are repaid through general revenue, $16,638,663 is the balance of the loans as at 31 December 2016. This demonstrates that over $11 million has already been repaid, with loans now expected to be repaid by 2027 as a result of refinancing activity which took place in June 2016.

 

Glasshouse Strategic Plan Recommendations

 

The Glasshouse Strategic Plan 2014 - 2017 was adopted by Council at the Ordinary Council Meeting held on 16 July 2014 to provide a greater commercial focus in the operation of the venue across four key outcome areas: ensuring good governance; developing successful partnerships; enhancing utilisation and visitation; and promoting viability.

 

Significant progress has been achieved since July 2014 with regard to the implementation of the strategic direction outlined in the Plan.  This progress is summarised in the attached Update on Glasshouse Strategic Plan Recommendations - February 2017 with some specific outcomes discussed below.

 

1.2     Review management and reporting systems to support effective decision-making

 

The following table includes the following Key Performance Indicator (KPI) data associated with Glasshouse utilisation and occupancy rates (noting that the results are reported to 31 December 2016):

 

Performance Indicator

2015-16

Actual

2016-17

Target

2016-17

Actual

Key Outcome 3: Enhancing Utilisation and Visitation

Implement targeted marketing and sales strategies to enhance utilisation, increase event visitation and maximise commercial outcomes

 

 

Jul-Dec

Visitation (Glasshouse)

234,526

250,000

146,025

Visitation (Gallery)

49,660

50,000

26,182

Visitation (website)

112,985

125,000

64,427

Utilisation (%) (theatre)

39%

> 40%

47%

Utilisation (%) (studio)

32%

> 35%

27%

Utilisation (%) (meeting rooms)

30%

> 40%

45%

Average attendance (%) (theatre)

71%

> 70%

66%

Average attendance  (%) (studio)

64%

> 70%

75%

Number of tickets processed

61,940

65,000

34,644

Percentage of tickets sold online

25% / 30%*

> 30%

27%

* Note: The new ticketing system was introduced in December 2015.

 

Generally the July - December KPI results are on target and are consistent with the results for the corresponding period in 2015-16. Utilisation in hireable spaces can vary from year to year depending on the type and composition of hire.

 

2.1     Identify and develop key partnerships to maximise cultural, community and commercial outcomes

 

A new Membership Renewal Strategy was implemented on 1 December 2015, with the Glasshouse Season Launch rescheduled from its “traditional” November date to 28 January 2016 (the 2017 launch is scheduled for 2 February 2017). 

 

At the end of the 2016 Membership Season (30 November), there were 1275 Glasshouse Members - this represents an increase of 187 members over the number of members at 30 November 2015. This level of membership far exceeds the patron participation results achieved by other similar NSW venues (based on Australian Performing Arts Centre Association data).

 

As at 31 January 2017 there were already 815 Glasshouse Members registered for the 2017 Season.  

 

Council is continuing to support and develop a number of corporate partnerships / sponsorships consistent with the Glasshouse Marketing and Sales Plan, including the Glasshouse Founding Sponsors, Arts NSW and a number of regional / local media organisations.

 

Council is also continuing to provide support for a wide variety of community groups to access and use the Glasshouse facilities.

 

3.1     Promote operational flexibility in the use of the Glasshouse footprint to optimise cultural, community and commercial outcomes

 

This work is continuing on an ongoing basis, including school holiday activities during January 2017.

 

Other actions

 

Further detail is provided in the attached Update on Glasshouse Strategic Plan Recommendations - February 2017 noting that the majority of the recommendations and corresponding actions arising from the Strategic Plan have now been completed and/or are continuing to guide day-to-day operations as part of “business as usual” activities.

 

Options

 

Council has the option to either adopt the recommendations of this report, to amend, or not to adopt.

 

Community Engagement & Internal Consultation

 

The information provided in this report has been reviewed by Council staff.

 

Planning & Policy Implications

This report is consistent with the key outcomes, recommendations and governance and reporting arrangements identified in the adopted Glasshouse Strategic Plan 2014 - 2017.

 

The continuing implementation and monitoring of the Glasshouse Strategic Plan 2014 - 2017 is an action listed in Council’s 2016 - 2017 Operational Plan.

 

Financial & Economic Implications

 

The Glasshouse Strategic Plan 2014 - 2017 aims to continue the significant progress that has been made in reducing the net cost of the operation of the Glasshouse to the community (as reported to Council at the Ordinary Council meeting held in July 2016), while continuing to ensure the delivery of high quality cultural, community and commercial activities.

 

Attachments

 

1View. Update on Glasshouse Strategic Plan Recommendations - February 2017

2View. Glasshouse Financial Statements - December 2016

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.12

 

Subject:     2016-2017 Operational Plan Quarterly Progress Report as at 31 December 2016

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

1.4.1  Engage with the community on impacts and changes of operations.

 

 

 

RECOMMENDATION

 

That Council note the 2016-2017 Operational Plan Quarterly Progress Report as at 31 December 2016.

 

Executive Summary

 

This quarterly progress report assesses Council’s delivery against the actions and performance measures adopted in the 2016-2017 Operational Plan as at 31 December 2016. It seeks to provide concise and accurate information on progress made in delivering the Operational Plan actions in the first two quarters of the financial year.

 

Meeting the targets and performance measures in the annual Operational Plan contributes to the overall achievement of the objectives outlined in the 2013-2017 four year Delivery Program. The Delivery Program is reviewed on a six-monthly basis and is next scheduled to be reported to Council in March 2017.

 

The overview section of the report provides a statistical snapshot of Operational Plan performance measurement data across the organisation. Analysis of performance achievements and actions that are behind target are detailed in each Focus Area.

 

The attachment provides the full 2016-2017 Operational Plan Performance Report, which includes a comprehensive listing of each individual action, performance measure, target and commentary on progress.

 

Major capital projects are incorporated into the body of the Operational Plan and as such are reported on as individual actions with performance measured against the adopted project plan.

 

Discussion

 

Overview:  2016-2017 Operational Plan - Quarterly Progress Report

 

The 2016-2017 Operational Plan contains 229 actions with the total number of performance measures being 320.

As at 31 December 2016, 93% of Operational Plan actions are on target, with the remaining portion recorded as behind target or behind schedule.

 

 

Operational Plan Summary of Performance Measures by Focus Area

Focus Area

Total

On target

Achieved

Behind 

Overall delivery

 

Governance

67

54

13

0

100%

 

People

63

52

10

1

98%

 

Prosper

25

22

1

2

92%

 

Environment

23

19

2

2

91%

 

Infrastructure

142

114

10

18

87%

 

Totals

320

261

36

23

93%

 

 

Detailed Analysis by Focus Area

 

Achievement highlights and details of those actions behind target are summarised below according to each Focus Area within the Operational Plan.

 

Focus Area

Total measures

On target

Achieved

Behind

Ensuring good governance

67

54

13

0

 

Highlights

·    The Legislative Compliance review for 2015-2016 was presented to the Audit Committee and the Ordinary Council Meeting in August 2016

·    The Investment Report was tabled in accordance with required timelines

·    Investment return to exceed Office of Local Government (OLG) benchmark target return was met and exceeded

·    Financial Reports tabled in accordance with required timelines

·    The 2015-2016 Annual Report presented to Council in November 2016 and a easy to read Community Report Card was also published

·    The 2015-2016 Government Information Public Access (GIPA) Annual Report was complete

·    The Annual Code of Conduct Complaints Report, Annual Disclosure of Interests and report on Public Interest Disclosures were all complete

·    Compliments and complaints report presented to Council in August 2016

·    A range of communication tools were used to keep community up to date with council activities including quarterly distribution of the Community Now Newsletter, use of consistent media channels such as social media, newspaper advertising and Weekly Mayoral messages

·    Ongoing conversation with other levels of government including meetings with State and Federal members and participation in Mid North Coast Regional Organisations of Councils (MIDROC) 

·    Over 53,000 calls received through the customer call centre and over 48,000 counter enquires processed

·    Over 600 Development Applications, 260 Construction Certificates and 60 Complying Development Certificates determined during July to December

·    Business improvement initiatives are in progress and ongoing

 

Operational Plan actions behind target

All actions are on target in this Focus Area

 

 

Focus Area

Total measures

On target

Achieved

Behind

Looking after our people

63

52

10

1

Highlights

·    Over 300 pool inspections completed exceeding the set target of 250 with inspections continuing

·    NAIDOC Week supported. Program of activities included the official flag raising Ceremony, NAIDOC Week School Holiday Program and collaboration with Glasshouse for exhibition opening BLAK Douglas and Milton Budge

·    Annual review of grant compliance completed July 2016

·    Youth Advisory Council have successfully completed two skills development courses as planned

·    Annual Report of achievements against the Disability Discrimination Act action plan was presented to the October 2016 Ordinary Council Meeting

·    Countdown to Christmas event held with over 8,000 people attending

·    The Handa Sister City cultural exchange and been coordinated and held

·    State Library reporting completed

 

Operational Plan actions behind target

·    Slightly behind annual target for public health risk based audit inspections

·                      

Focus Area

Total measures

On target

Achieved

Behind

Helping our community prosper

25

22

1

2

 

Highlights

·    Operating revenue from Glasshouse Commercial operations, Port Macquarie Airport and Innes Gardens Crematorium is 7% higher than the YTD data from the prior year

·    Continued implementation of the Greater Port Macquarie Destination Management Plan

·    Continued implementation of the Port Macquarie Airport Masterplan

·    Continued implementation of the industry action plans for manufacturing, construction, and transport and warehousing industries

·    Detailed design for the Port Macquarie Airport Terminal Building upgrade has tender documentation out to market

·                      

Operational Plan actions behind target

·    Preparation of LEP and DCP amendments in relation to a business park near Port Macquarie Airport requires further investigation for transport infrastructure capacity to support rezoning

·    Preparation of LEP amendments to facilitate development in the Major Innes Rd/Charles Sturt University precinct has the Orbital Road Study in preparation.  A briefing to Council regarding the Urban Growth Management Strategy and precinct deferred to early 2017

·                      

Focus Area

Total measures

On target

Achieved

Behind

Looking after our environment

23

19

2

2

 

Highlights

·    20% of plant nurseries across the Local Government Area have been inspected for invasive weeds achieving the set target

·    Control of feral animals on Council-controlled land has been undertaken on five sites

·    Over 280ha of land have been treated for invasive weeds

·    Over 1,300km of weed dispersal routes have been treated

·    Over 600ha of bush regeneration has been undertaken

·    Initial draft of the Biodiversity Strategy prepared

 

Operational Plan actions behind target

·    Effluent quality was 98% compliant with Environmental Protect Authority licence discharge limits for the reporting period, slightly below the set target

·    Providing advice on Council’s Tree Management requirements is behind the set target. 852 requests received, made up of 611 (Public), 195 (Private) and 46 (Reported illegal actions). A number of additional phone enquiries were also received

 

Focus Area

Total measures

On target

Achieved

Behind

Planning and providing our infrastructure

142

114

10

18

 

Highlights

·    Water supply operations complaints were responded to in accordance with service standards

·    Water supply operations relating to all main breaks were attended within service standard

·    Sewerage network operations complaints responded to in accordance with service standards

·    Open drain reprofiling at Oleander Ave to Koala Street complete

·    Hastings River Drive construction at Gordon St to Aston St complete

·    Short Street drainage project complete

·    Lake Rd/Blackbutt intersection improvements complete November 1016

·    Westport Reserve Stage 2 boat ramp upgrade complete

·    Town Beach (north) public amenities complete November 2016

·    Small Town sewerage program for North Shore commissioned

·    Ongoing construction of footpath across the region includes, Lord St, Port Macquarie (100m), Munster St, Port Macquarie (220m), Highfields Cct, Port Macquarie (20m), Orara St, Kendall (140m) and Bain St, Wauchope (110m ).

 

Operational Plan actions behind target

·    Bonny Hills Reserve - upgrade to public amenities, options being considered in regards to funding with possible grant funding being sought by Bonny Hills Progress Association to allow for full renewal of amenities

·    Port Macquarie Coastal Walk Masterplan development ongoing, site analysis has commence and consultancy brief for the signage strategy was finalised

·    Review of the Neighbourhood planning for Thrumster (Area 13) has detailed project plan prepared, however is delayed due to KPoM taking priority

·    The ongoing review of the Port Macquarie-Hastings Local Environmental Plan will have proposed amendments reported and presented to Council in Feb 2017

·    Works Depot Relocation. Planning documentation has been finalised for submission for Council approval, based on completion of the following scopes of work: updated noise impact assessment; geotechnical testing; detailed site survey and design of civil infrastructure; structural and architectural design of office building; and updated cost estimate. Construction of the new works depot is dependent on the works depot relocation. This Operational Plan action can only progress once relocation details are finalised

·    Design mid-block signal pedestrian crossing on Gordon Street. An investigations report has noted that lights at Horton Street intersection are more beneficial than a mid block crossing. Further discussions with RMS are proceeding

·    Stormwater remediation - flood remediation Blackbutt Creek. Detailed designs complete.  Property matters and negotiations are ongoing regarding acquisitions

·    The Small Towns Sewerage Programs (3) for Comboyne, Long Flat and Telegraph Point have had further investigation completed by New England University to examine river impact study of proposed effluent discharge on the three river systems. Results of this currently being considered as part of review of environmental factors finalisation which will influence final decision on treatment systems to be adopted. Application for funding under the Small Towns Sewerage program has been successful and notification received from NSW Water. Resolution determined by Council at October Council meeting to proceed to tender early in 2017. Final review of environmental factors  currently being prepared for review and incorporation into tender documents

·    Kendall Booster Water Pump station is delayed due to potential change to disinfection methodology

·    Camden Haven upgrade and upsize of mains and pump stations. Sewerpump station upgrade complete. Mains upgrade ongoing and in accordance with approved budget. Further investigation complete for pipeline connections to existing pipework. Final designs can now be completed

·    Two reportable incidents relating to operation of  the sewerage network have been recorded 

·    Beechwood Road upgrade for segments 20, 40 and 50 has concept design underway including consideration of flood levels, pedestrian traffic and pedestrian bridge(s)

·    Stormwater remediation - Skyline Terrace Bonny Hills. Detailed design complete. Property matters are delaying commencement and negotiations underway with owner regarding acquisition

·    Wauchope swimming pool is planned to have the opening in the late summer of 2016-2017

·    O’Neills Bridge Batar Creek Rd project planning ongoing. Commencement of works delayed to 2017 due to design changes identified during pre construction planning

·    Albert Street Bridge project planning underway however works commencement delayed from Sept 2016 due to design finalisation.

 

Options

 

Seek further information on performance measures reflected in this report.

 

Community Engagement & Internal Consultation

 

The information contained in this report has been subject to consultation with the Executive, Senior Leadership Team, Integrated Planning and Reporting Development Officer and Staff.

 

Planning & Policy Implications

 

This report is consistent and aligned with the Integrated Planning and Reporting Framework provisions contained in the Local Government Act (1993).

 

Financial & Economic Implications

 

The Quarterly Budget Review Statement is tabled under separate cover and reflects the financial implications against the Operational Plan.

 

Attachments

 

1View. 2016 - 2017 Operational Plan progress report as at 31 December 2016

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.13

 

Subject:     Alternate Chairs for Committees

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

 1.1.2  Support community involvement in decision making through education around Council matters and services.

 

 

 

RECOMMENDATION

 

That Council note the process to appoint Alternate Chairs to subcommittees, groups and boards.

 

Executive Summary

 

It is proposed that the process for determining Deputy Chairs for Committees shall be through the use of Section 5.3 of the adopted Committee charter template (“Chairperson and Deputy Chairperson”). This section of the template shall articulate the Chairperson and Deputy Chairperson (if required).

 

Where practicable, when the charters of subcommittees, groups and boards are reviewed and adopted by Council the Chairs of the portfolios will be assigned as Chairs in the charter that is aligned to the portfolio.

 

Where a Deputy Chair is required for a Committee, it is envisaged that the Alternate Chair of the portfolio that is aligned to the Committee, will be articulated as the Deputy Chair.

 

Discussion

At the 16 November 2016 Ordinary Council meeting, Council resolved recommendations relating to Councillor Membership to committees, Groups and Boards. An excerpt of the resolution specific to this report, action 8, is below:

 

09.04 COUNCILLOR MEMBERSHIP TO COMMITTEES, GROUPS AND BOARDS

 RESOLVED: Besseling/Intemann

That Council:

8. Consider alternate Chairs for Committees to be brought to the February 2017 Council meeting.

 

CARRIED: 8/1

FOR: Besseling, Alley, Cusato, Dixon, Hawkins, Intemann, Levido, and Turner

AGAINST: Griffiths

 

This paper proposes the process for Deputy Chairs for Committees. It is noted that the resolution referred to Alternate Chair, which is equivalent of Deputy Chair in the case of committees.

 

Committees

 

In the current charter template that was adopted at the 20 April 2016 Ordinary Council meeting, section 5.3 (“Chairperson and Deputy Chairperson”) articulates the Chairperson and Deputy Chairperson (if required).

 

Also within this section the Author of the charter will articulate the process to be followed to elect a Chair if the Chair is not present. Normally the group elects a member that is present to preside over the meeting; alternatively the process could be that the Deputy Chair becomes Chair of that meeting by default (if present).

 

All charters are progressively being reviewed and will use the adopted template. As the charters are reviewed and provided to Council for adoption, Council will adopt the Chairperson and Deputy Chairperson, if the Deputy Chairperson is required.

 

Portfolios

 

At the 16 November 2016 Ordinary Council meeting Council resolved Councillor representation to Portfolios, this included resolving Chairs and Alternate Chairs.

 

Most subcommittees, groups and boards align to a portfolio. To ensure consistent application of roles of the Portfolio Chair and Alternate/ Deputy Chair, where practicable, when the charters of subcommittees, groups and boards are reviewed and adopted by Council the Chairs of the portfolios are assigned as Chairs in the aligned charter. Also, where a Deputy Chair is required, the Alternate Chairs of the portfolio that is aligned to the charter are articulated as the Deputy Chair.

  

Mayor ex officio

 

Important to note is that the Mayor is also ex officio to the subcommittees, groups and boards. Therefore, by virtue of the Mayor’s role, the Mayor would be a member of the subcommittee, group and board.

 

Options

 

The other option that Council has available is to directly appoint specific Councillors to subcommittees, groups and boards as Chairs and Deputy Chairs immediately, prior to a charter review.

 

Community Engagement & Internal Consultation

 

Internal consultation has taken place with the following:

 

-     General Manager

-     Group Manager Governance and Executive Services

 

Planning & Policy Implications

 

There are no planning and policy implications in relation to this report.

 

Financial & Economic Implications

 

There are no financial and economic implications in relation to this report.

 

 

Attachments

 

Nil

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.14

 

Subject:     Review of Select Council Committees

Presented by:  Community and Economic Growth, Liesa Davies

 

 

Alignment with Delivery Program

 

1.1.1  Use a variety of tools to engage with the community in a manner that is transparent, effective, relevant and inclusive.

 

 

 

RECOMMENDATION

 

That Council:

1.           Dissolve the following Committees of Council:

a)       Heritage, Arts and Cultural Priorities Advisory Group;

b)      Australia Day Sub Committee;

c)       Handa Sister City Committee; and

d)      Port Macquarie Hastings Youth Advisory Committee.

2.           Request the General Manager to thank, in writing, each independent member of the Committees for their support and contribution.

3.           Establish a new Steering Group called the ‘Cultural Steering Group’.

4.           Adopt the Cultural Steering Group Charter as included in this Review of Select Council Committees report.

5.           Seek Expressions of Interest (EOI) for members of the Cultural Steering Group, with the results of the EOI to be reported to the 19 April Ordinary Meeting of Council.

6.           Replace quarterly Glasshouse reporting to Council with six monthly reporting in February and August each year detailing key performance measures and financial information for the previous financial year period.

 

Executive Summary

 

At the Ordinary Council Meeting held on 16 November 2016, Council resolved to appoint Councillor representation to a number of Advisory Groups, Committees and Steering Groups.

 

Council also resolved the following (in part):

 

09.04 COUNCILLOR MEMBERSHIP TO COMMITTEES, GROUPS AND BOARDS

 RESOLVED: Besseling/Intemann

That Council:

2.       Dissolve the Glasshouse Sub-Committee and request that the General Manager thank in writing, each of the independent members of the Sub-Committee for their support and contributions.

 

3.       Request the General Manager table a report at the 15 February 2017 Council meeting providing a review and future options for:

a)      Heritage, Arts and Cultural Priorities Advisory Group

b)      Aboriginal Advisory Committee

c)      Implementation and monitoring of the Glasshouse Strategic Plan, particularly in relation to the objectives of the Cultural Plan.

d)      PMHC Youth Advisory Committee

e)      Mid North Coast Co-operative Library Committee

CARRIED: 8/1

FOR: Besseling, Alley, Cusato, Dixon, Hawkins, Intemann, Levido, and Turner

AGAINST: Griffiths

Action associated with Resolution 2 has been finalised and consideration has been given to the ongoing implementation and monitoring of the Glasshouse Strategic Plan and in particular, the nexus to the objectives of the Cultural Plan (Resolution 3c).  It is recommended that Council receive 6 monthly reporting, detailing key performance measures and financial information for the previous financial year. 

 

As per Resolution 3, a review has now been undertaken of the following groups:

-     Heritage, Arts and Cultural Priorities Advisory Group

-     Aboriginal Advisory Committee

-     Australia Day Committee

-     Handa Sister City Committee

-     Port Macquarie Hastings Youth Advisory Committee, and

-     Mid North Coast Co-operative Library Committee.

 

In light of the above-mentioned review, it is recommended that Council establish a Cultural Steering Group to provide a forum in which Council and the community can discuss and debate, plan and progress local and regionally significant cultural, creative outcomes that continue the growth of our people in the Local Government Area. It is proposed that the Steering Group would effectively oversee the strategic planning and activities undertaken by the aforementioned art, cultural and community committees.

 

Discussion

 

Glasshouse

 

As per Resolution 2 above, the Glasshouse Sub-Committee is now dissolved and all independent members of the Sub-Committee have been thanked in writing.

 

The Glasshouse Strategic Business Plan 2014-2017 aims to provide a greater commercial focus in the future operation of the Glasshouse to achieve Council’s strategic vision of the venue. At the Ordinary Council Meeting held on 19 June 2013, Council resolved to endorse the following strategic vision for the Glasshouse:

 

The Glasshouse is a unique, nationally recognised and highly awarded multi-purpose facility. It contributes significantly to the economic benefit, place-making, lifestyle and marketing of the Port Macquarie-Hastings region. It is and will continue to be a key centre for high quality cultural, community and commercial activities on the Mid North Coast”.

 

A number of key outcomes and recommendations were developed as a result of the strategic plan. These have been continued to be monitored through the Glasshouse Sub-Committee and through quarterly reporting to Council.

 

With regard to Resolution 3(c), the following implementation and monitoring of the Glasshouse Strategic Plan is proposed:-

 

1.   The ongoing implementation of the Glasshouse Strategic Plan and operational management of the Glasshouse as a venue will continue to occur as per other business units of Council, overseen by the Venue Manager, Group Manager Commercial & Business Services, Director Corporate and Organisational Services and the General Manager.

2.   That the current quarterly report to Council be replaced by six monthly reporting to Council in February and August of each year to include relevant KPI’s and financial information for the previous financial year period.

3.   That a review of the Glasshouse Strategic Plan be undertaken during 2017-2018 with input to be sought from a new Council Cultural Steering Group

4.   That the Glasshouse Venue Manager be a member of the Cultural Steering Group to ensure linkage between the Glasshouse as a venue and provider of performing arts and gallery programs to Council’s Cultural Plan.

 

Status and way forward for other Select Committees

 

Council currently has a number of Committees that relate to art, culture and community. These include:

 

a)   Heritage, Arts and Cultural Priorities Advisory Group;

b)   Aboriginal Advisory Committee;

c)   Port Macquarie Hastings Youth Advisory Committee;

d)   Mid North Coast Cooperative Library Committee;

e)   Australia Day Committee;

f)    Handa Sister City Committee.

 

The function and status of these groups is as follows:

 

Heritage, Arts and Cultural Priorities Advisory Group

 

Function:         To support the development of a Cultural plan and provide advice on arts and cultural activities in the region.

 

Status:             In recess.

 

Aboriginal Advisory Committee:

 

Function:         The Aboriginal Advisory Committee (AAC) was established in 1996. The objective of this Committee is “to advise Council and consult with Council regarding issues involving the Aboriginal community in the area”.

 

Status:             In 2011 the AAC was community was incorporate into Bearlay Aboriginal Interagency meetings and no longer functioned as a Council committee. For the development of Council’s Aboriginal Awareness and Understanding Strategy, a working group was established.

 

Port Macquarie-Hastings Youth Advisory Committee

 

Function:         The role of the Port Macquarie Hastings Youth Advisory Council (YAC) is to represent local young people and raise issues that are important to them, both locally and state-wide. The Youth Advisory Council also works to create, promote and encourage activities for young people living in the Hastings.

 

Status:             YAC continues to be a functioning committee with fortnightly meetings, skills building and a minimum of three youth events each year.

 

Mid North Coast Cooperative Library Committee

 

Function:         To keep councillors abreast of the running of the Mid North Coast Library Cooperative.

 

Status:             The Committee was disbanded in 1999 as it was no longer viewed as necessary for Councillors to be providing oversight of the Cooperative. The Cooperative Agreement continues to be managed at an operational level and was last reviewed by the Library Managers and General Managers in 2012.

 

Australia Day Committee

 

Function:         To assist with the determination of Australia Day Award recipients and assist Council in delivering  and promoting Australia Day events and activities across the region.

 

Status:             The committee meets for a minimum of 7 meetings per year from September to February. The membership includes Tacking Point Lions Club, Wauchope Rotary Club and Laurieton Rotary Club representatives.

 

Handa Sister City Committee

 

Function:         To promote and support mutual relationships with Handa, Japan, under our Sister City Agreement; including economic, cultural, sporting and educational exchanges and exchanges in technology for the benefit of both cities.

 

Status:             The focus over the past 7 years has been on educational exchanges with an annual visit of students from Handa to Port Macquarie. On the 25th Anniversary (2015), Port Macquarie Councillors with a local business contingent visited Handa and this was reciprocated with the Mayor of Handa and a delegation visiting Port Macquarie. The economic possibilities have now come to a forefront with an additional exchange planned with a stronger business focus.

 

Proposed Steering Group and Responsibilities

 

It is proposed that a single Cultural Steering Group (the Steering Group) could effectively oversee the planning and activities undertaken by the aforementioned art, cultural and community committees.

 

As is noted in the draft Charter attached to this report, the Steering Group is proposed as an interactive group to provide a forum for developing the strategic community arts and culture direction for the Local Government Area. The Steering Group will focus on collaboration, innovation and the development of a ‘whole-of-place’ approach for the purpose of promoting community capacity building to assist in creating a vibrant future for our community and a clear sense/connection of/to place.

 

It is recommended that the Australia Day Committee, Handa Sister City Committee, Aboriginal Advisory Committee, the Heritage, Arts and Cultural Priorities Advisory Group and Port Macquarie Hastings Youth Advisory Committee be dissolved.

 

In place of the above-mentioned committees, it is recommended that Working Groups be established for Australia Day, Handa Sister City, Aboriginal Advisory and Port Macquarie-Hastings Youth. These Working Groups will effectively sit under and report to the Cultural Steering Group, noting their close alignment with Councils broader cultural focus.

 

These Committees are recognised as having contributed significantly to our local cultural development and civic celebrations and there is an on-going need for community input on such matters. Recommendations made be made by Working Groups  on arts, culture and heritage related issues, however those recommendations will be made by the Steering Group, who are the group who can make recommendations to Council for consideration.

 

The Mid North Coast Co-operative Library Committee was disbanded in 1999, however activities and projects within the Libraries have been included in the Cultural plan and updates on action and proposed projects will be directed through the Cultural Steering Group.

 

Membership of the Cultural Steering Group

 

In establishing the Cultural Steering Group, it is considered appropriate that the group be made up of Council representatives plus community members representing relevant interests as follows (shown in no particular order):

 

-     Arts (visual or performing arts);

-     Culture;

-     Heritage;

-     Tourism;

-     Youth;

-     Events.

 

PMHC representatives will be:

-     Councillors from the Economic and Cultural Development Portfolio;

-     Relevant Council Director;

-     Relevant Council Group Manager;

-     Glasshouse Venue Manager;

-     Other senior Council staff as required.

 

Options

 

Council could choose to retain the existing Committee and Group structure, or resolve to amend in another way.

 

Community Engagement & Internal Consultation

 

Internal consultation has taken place with the following:

 

-     General Manager;

-     Director Corporate and Organisational Services;

-     Acting Director Community and Economic Growth;

-     Group Manager Commercial and Business Services;

-     Group Manager Community Participation;

-     Glasshouse Venue Manager.

 

Planning & Policy Implications

There are no planning and policy implications in relation to this report.

 

Financial & Economic Implications

 

There are no financial or economic implications in relation to this report.

 

Attachments

 

1View. Cultural Steering Group Charter - Draft

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          09.15

 

Subject:     Revised Economic Development Steering Group Charter and New Membership

Presented by:  Community and Economic Growth, Liesa Davies

 

 

Alignment with Delivery Program

 

1.4.3  Build trust and improve Council’s public reputation through transparency and accountability.

 

 

 

 

RECOMMENDATION

 

That Council

1.       Adopt the revised Economic Development Steering Group Charter.

2.       Note expressions of interest for members of the Group will be undertaken in late February, with recommended membership to be reported to the 19 April Ordinary Meeting of Council.

 

Executive Summary

 

The adoption of an updated draft Charter for the Economic Development Steering Group will allow for continued oversight of the Port Macquarie-Hastings Economic Development Strategy as well as further collaboration on a range of other local economic development matters. The proposed amendments to the Charter relate to alignment to other recently established Council Steering Groups and the inclusion of specific detail on the formation of working groups.  As the Group’s existing membership term will come to an end on 30 April 2017, an expression of interest process will be undertaken to invite new/renewed membership.

 

Discussion

 

Council’s Economic Development Steering Group was formed at the February 2013 Ordinary Meeting and is nearing the completion of its second two year term.   The Group has provided a strong forum for strategic leadership and engagement in local economic development, and collaboration with local business and industry in an open, transparent and meaningful way.

 

The Group has been very engaged, collaborative and supportive and has had good representation from a broad range of industry sectors.  It successfully steered the development and delivery of the 2013-2016 Port Macquarie-Hastings Economic Development Strategy and engages and provides valuable input to Council on a range of other economic development matters relevant to the Local Government Area. The Group is currently working with staff in developing the 2017-2021 Port Macquarie-Hastings Economic Development Strategy.

 

It is proposed that prior to seeking expressions of interest for members for a third term of the Group, the Charter be updated to:

- ensure governance consistency with other recently established Council Steering Groups;

- include details regarding the Councillor appointment to the Steering Group as being the Economic and Cultural Development Portfolio Councillors; and

-  allow for the formation of working groups to consider specific matters of interest to the Group.

 

The draft Charter will allow for continued oversight of Council’s Economic Development Strategy implementation and review, as well as collaboration on a range of other local economic development matters. The draft Charter continues to set a two year term for membership, however allows existing members to re-apply for a position and for new members to nominate, when the current Steering Group term concludes on 30 April 2017.

 

Attachments

 

1View. Economic Development Steering Group Charter - Revised 20170215

 

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

What are we trying to achieve?

Our social infrastructure and community programs create a healthy, inclusive and vibrant community.

 

What will the result be?

 

·                Community hubs which provide access to services and social connections.

·                Services that support an ageing community to live in a way that they desire.

·                Available and accessible preventative health and medical services.

·                A safe, caring and connected community.

·                A healthy and active community that is supported by recreational infrastructure

·                A strong community that is able to identify and address social issues.

·                Community participation in events, programs, festivals and activities.

 

How do we get there?

 

2.1     Create an environment and culture that allows the Port Macquarie-Hastings community to feel safe.

2.2     Provide young people with a range of leisure activities and opportunities for personal development.

2.3     Provide medical and social services for all members of the community.

2.4     Develop partnerships within the community to build on existing strengths and improve areas of social disadvantage.

2.5     Create events and activities that promote interaction and education.

2.6     Provide social and community infrastructure and services.

2.7     Empower the community to be active and involved in community life.

2.8     Promote cultural and artistic expression.

2.9     Promote a healthy lifestyle through education, support networks and facilities.

 

 

 

 

 

 

 

 

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          10.01

 

Subject:     Contaminated Land Policy - Draft

Presented by:  Development and Environment Services, Matt Rogers

 

 

Alignment with Delivery Program

 

4.9.2  Undertake transparent and efficient development assessment in accordance with relevant legislation.

 

 

 

RECOMMENDATION

 

That Council:

1.       Place the draft Contaminated Land Policy and Guidelines on public exhibition between 16 February 2017 and 17 March 2017.

2.       Note that further report to be tabled at the May 2017 meeting of Council, detailing the submissions received from the public during the exhibition period.

 

Executive Summary

 

Contaminated land matters are inherently complex, often requiring a high level of technical expertise and knowledge to appropriately assess and manage. Councils have a key role in protecting and restoring the quality of the environment through informed planning decisions and effective land management and the assessment and management of contaminated land is an important function of local government. 

 

A MIDROC Contaminated Land Program (the ‘Program’) was established with assistance from the NSW Environmental Protection Authority (EPA) and the NSW Environmental Trust to improve the capacity of MIDROC councils to manage contaminated land.

 

As part of the Program a draft Contaminated Land Policy (the Policy) and Guidelines (the Guidelines) have been developed in addition to a suite of contaminated land resources which aim to provide a legally compliant framework for managing contaminated land in a responsible and regionally consistent manner.  An aim of the Program and Policy is to improve regional development standards and outcomes.

 

The attached draft Policy and Guidelines outline Council’s role and considerations in dealing with land contamination matters and will be consistent with other MIDROC councils.

 

Discussion

 

What is land contamination?

Land contamination is a condition where either directly or indirectly human activities have caused a substance to be incorporated into the landscape at concentrations that have the potential to harm human health or the environment. This is typically found on sites where hazardous substances have been used, stored or manufactured over prolonged periods of time, or where pathways exist between a contamination source and another part of the environment.

 

In the our region this typically includes land uses such as:

§ Existing or former service stations

§ Factories, storage yards and other industrial sites

§ Timber treatment facilities

§ Tick dip sites

§ Legacy mine sites and processing plants

§ Intensive agriculture sites

§ Lands where unclassified fill materials have been used or dumped

The presence of contamination can often have significant economic, planning and legal implications for a site and how it is used. Depending on its nature, land contamination can present a substantial risk of harm to human health and other aspects of the environment if not identified and managed early enough.

 

Why have a contaminated land policy?

When carrying out planning functions a council must consider whether contamination may make a site unsuitable for its proposed uses. In instances where a council does not suitably consider land contamination and inappropriate land uses are approved on a site, council can be held legally liable for costly site remediation and management activities.    

    

Part 7A of the Environmental Planning and Assessment Act 1979 (EP&A Act) provides councils with an exemption from liability for planning decisions performed substantially in accordance with the SEPP55 Planning Guidelines (the Planning Guidelines). The Planning Guidelines strongly recommend that councils adopt a formal contaminated land policy that outlines the commitments and processes that council will use to meet the requirements of the Planning Guidelines, as well as other relevant laws, standards and guidelines.

 

All planning functions performed in accordance with the Policy should be considered to be performed in good faith and will qualify council for exemptions from liability under Part 7A of the EP&A Act

 

What are the main aspects of the policy?

The draft Policy and Guidelines closely follow the format and principles of the Planning Guidelines with standards added to reflect local needs and context.  The draft Policy and Guidelines aims to provide a framework for the assessment and management of land contamination issues within the region.

 

The draft Policy and Guidelines are targeted at staff, contaminated land management practitioners, property developers, land managers, and the general public.

 

Focussed guidance is provided on:

1.   Council’s commitment to considering contaminated land issues

2.   Site investigation, remediation and management triggers and standards

3.   Contaminated land management practitioner standards

4.   Contaminated land reporting standards

5.   Triggers for requiring a site audit

6.   Council record management standards

7.   Information to be included on Section 149 Planning Certificates 

8.   Standards for preventing land contamination

How does this Policy differ from Council’s existing contaminated land policy?

Whilst Council’s existing contaminated land policy follows the Planning Guidelines the proposed Policy is more comprehensive, and will provide a regionally consistent approach to contaminated land management.  

 

What are the benefits of a regionally consistent approach for dealing with contaminated land issues?

By dealing with contaminated land issues in a regionally manner councils support:

§ A consistent approach to manage the development of lands where contamination may be a factor

§ An opportunity for shared learning and better coordination of  contaminated land practices as a group

§ A regionally consistent approach for land managers, property developers and contaminated land practitioners which reduces confusion amongst stakeholder groups that work between LGA’ s

§ Increased quality of outputs through improved processes and standards

§ Regional collaboration and coordination between stakeholders

Key legal requirements

The draft Policy and Guidelines aim to provide a legally compliant framework for managing contaminated land matters in a responsible manner.  Key documents that make up the contaminated land planning and legislative framework are:

§ Environmental Planning and Assessment Act 1979 (EP&A Act)

§ Contaminated Land Management Act 1997 (CLM Act)

§ Protection of Environmental Operations Act 1997 (POEO Act)

§ SEPP 55 – Remediation of Lands (SEPP 55)

§ Managing Land Contamination - Planning Guidelines for SEPP 55 (Planning Guidelines)

Clause 6 of SEPP 55 requires a planning authority to consider whether land is contaminated during the preparation of an environmental planning instrument. This includes the consideration of planning proposals and the preparation of LEP’s and DCP’s.

 

Similarly, Clause 7 of SEPP55 requires that a consent authority must not consent to development on land unless contamination has been considered. If contaminated then the site must be remediated to a state that makes it suitable for its intended uses.

 

Section 145B of the EP&A Act ‘Exemptions from Liability – Contaminated Land’, states:

(1)  A planning authority does not incur any liability in respect of anything done or omitted to be done in good faith by the authority in duly exercising any planning function of the authority to which this section applies in so far as it relates to contaminated land (including the likelihood of land being contaminated land) or to the nature or extent of contamination of land.

(2)   Without limiting any other circumstance in which a planning authority may have acted in good faith, a planning authority is (unless the contrary is proved) taken to have acted in good faith if the thing was done or omitted to be done substantially in accordance with the contaminated land planning guidelines in force at the time the thing was done or omitted to be done.

In regards to exemptions from liability the Planning Guidelines states the following:

Part 7A of the EP&A Act provides that planning authorities who act substantially in accordance with these Guidelines are taken to have acted in good faith. This means that before an authority can be found negligent of an act or omission related to a particular planning function, it must be shown that they did not substantially comply with the Guidelines.

The planning functions covered by this statutory protection are:

a) the preparation or making of an environmental planning instrument

b) the preparation or making of a development control plan

c) the processing and determination of a development application

d) the modification of a development consent

e) the furnishing of advice in a planning certificate under s. 149 of the Act

f) anything incidental or ancillary to the carrying out of any function listed in paragraphs (a)–(e).

 

The Planning Guidelines also state:

To supplement these Guidelines, it is strongly recommended that each local council develop and adopt a formal policy for managing land contamination to provide a local context for decision making. The policy should be consistent with these Guidelines and either adopt or be based on them, with variations based on local conditions and procedures.

 

Section 149 Planning Certificates

 

Information regarding land contamination must be included on a planning certificate issued under Section 149 of the EP&A Act. The information and certificate are specific to a certain property and provide information about how the site may be used and if land use restrictions apply. Information on land contamination must be included in Section 149 planning certificates in line with the requirements of Section 59(2) of the CLM Act and the Policy Guidelines. If land use restrictions are placed on the land due to contamination this will be reflected within Section 149 planning certificates.

 

Options

 

Council could opt to:

1.   Retain the existing PMHC Contaminated Land Policy; or

2.   Proceed to place the draft Policy and Guidelines on public exhibition;

 

Following the conclusion of the proposed public exhibition phase, any relevant changes will be made to the draft Policy and reported back to Council for further consideration.

 

Community Engagement & Internal Consultation

 

The draft Policy and Guidelines have been developed in consultation with MIDROC councils and the EPA.

 

There has been internal consultation with staff from Geographical Information Services, the Infrastructure Division and the Development and Environment Division.

 

If approved by Council the draft Policy and Guidelines will be placed on public exhibition for 28 days commencing 16 February 2017. Exhibition will be promoted by advertisements in local newspapers, Council’s website and through Council’s construction industry e-Newsletter.

 

Planning & Policy Implications

 

Part 7A of the Environmental Planning and Assessment Act 1979 provides councils with an exemption from liability for planning decisions preformed substantially in accordance with the Planning Guidelines. The Planning Guidelines strongly recommend that councils adopt a formal contaminated land policy that outlines the commitments and processes that a council will use to meet the requirements of the Planning Guidelines, as well as other relevant laws, standards and guidelines.

 

The draft Policy and Guidelines closely follow the Planning Guidelines and provides for clear guidance to council staff regarding contaminated land issues.  The Policy contains additional guidance for contaminated land management than Council’s current policy and information and will be an improvement to the current policy position.  

 

Financial & Economic Implications

 

The development of the draft Policy and Guidelines has been funded by the EPA’s Regional Capacity Building Program.

 

It is not expected that the draft Policy and Guidelines will have any significant adverse financial implications for Council or any broader economic implications.

 

Attachments

 

1View. Draft Contaminated Land Policy

2View. Draft_Contaminated Land Policy Guidelines PMHC V1

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          10.02

 

Subject:     Community Events Program to End of April 2017

Presented by:  Community and Economic Growth, Liesa Davies

 

 

Alignment with Delivery Program

 

2.7.1  Encourage and build capacity for community groups to be active, successful and sustainable and support growth of volunteer base.

 

 

 

RECOMMENDATION

 

That Council note the Community events program for the period March- April 2017.

 

Executive Summary

 

Each year Council runs a number of government legislated activities, events and programs for which we receive funding or subsidised salaries. These include Seniors Week, the Creative Aging Festival and Youth Week. A number of additional activities are also run to celebrate other national programs including Heritage Week and ANZAC Commemorations. Council is also currently planning for ‘Artwalk’ and a Mayors Sporting Fund fundraising event. These activities and programs aim to support social inclusion and bring our community together to create a more vibrant and connected place. The government programmed weeks are used to highlight social inclusion, participation in community life, and encourage community capacity building.

 

The upcoming program of activities and events are aligned with the Port Macquarie Hastings Towards 2030 Community Strategic Plan and will support local social infrastructure and create a healthy, inclusive and vibrant community.

 

Discussion

 

During March and April 2017 Council will run a number of socially targeted events that bring our community together. The events are designed to thank, celebrate and recognise our community members for the role they play and the contributions they make to the community.

 

This year with all the events happening in March and April, it is an opportunity to combine our efforts and have a program of events that ensures social inclusion, promoting health, happiness and that will bring all areas of our community together.

 

These events, activities and programs include:

 

Seniors Week (6-12 March 2017)

Council’s Seniors Week Program delivers outcomes against our Service Agreement with the Department of Family and Community Services. The Service Objectives focus on providing information about services to seniors (so they are better informed and engaged),  facilitating activities for older people (so that they participate in community life), and sharing good practice initiatives and research for the development of industry workers in the aged & disability sector.

 

This year the popular PMHC Sensational Seniors Expo is back with an expected audience of 1200 seniors. The expo targets newly retired and newly arrived seniors to access a wide range of information under one roof.  This year’s expo will include some 70 health, travel, services, volunteer/interest groups and community stalls including Council, the Library and Glasshouse. It is free and open from 9am to 2pm on 6 March 2017.

 

Grant funding for our 2016 Creative Ageing Festival paid for the purchase of a set of iPads and workshops by Adriane Boag, Access Coordinator from the National Gallery in Canberra. Building on this project, a series of ‘Digital Art for Seniors’ workshops will be run throughout February. The created artworks will then be displayed in the Glasshouse Foyer from 2 March 2017.

 

The Creative Ageing-Big Chat forum is back for the third year at the Glasshouse in partnership with the Australian Centre for Arts & Health. This is targeted at industry workers with a presentation from council about our services and programs.

 

The Library will deliver a ‘Weird Techie Stuff for Seniors’ workshop and Wauchope Library will feature a ‘Laugh yourself healthy for Seniors’ workshop, focusing on Laughter Yoga which is now a worldwide social movement.

 

Outcomes:

·   Acknowledge the important role that seniors play in our community;

·   Training for Industry workers;

·   Opportunities for Seniors to engage with Libraries and the Glasshouse;

·   Opportunities for seniors to participate in the arts - via workshops, exhibitions, performances, film screening, discussion groups and networking; and

·   Remove barriers for older people to access cultural activities and events.

 

Proposed measure:

·   Number of seniors attending programs and workshops; and

·   Number of industry workers attending The Big Chat.

 

Mayor’s Sporting Fund - Golden Thong Bowls Day (1 April 2017)

The Annual Mayors Golden Thong Bowls Day to raise funds for the Mayor’s Sporting Fund at Port City Bowling Club.

 

Outcome:                                           

·   Funds raised to be distributed to young local athletes who apply for financial assistance to compete at an elite level.

 

Proposed measure:           

·   To raise more money than that raised in 2015/2016.

 

Youth Week (7-10 April)

This year’s focus will be the Youth Week Skill Building Festival. The event has been developed around key themes that will assist Council, the Port Macquarie Hastings Youth Advisory Council and the Hastings Youth Network, to develop a Youth Action Plan for the next four years. The key themes include music, sports, creativity and wellbeing.

 

The festival will be supported via a NSW Youth Opportunities grant ($11,700). The activities cover the diverse interests of our 12 to 25 year old and include:

·   A Regional Youth Music Conference at the Glasshouse;

·   A music festival - showcasing local youth bands and musicians and a headlining act (potentially from outside the region);

·   Youth Marker Markets - stalls run by young people selling their own wares;

·   Art activities - opportunities for young people to show their own work and to learn from professionals in workshops and live demonstrations;

·   Outdoor movie - a movie night in a public setting;

·   Gamers activities - an opportunity for local gamers to get together and have a competition in a public setting;

·   Sporting activities - both competitive and just for fun;

·   Skate competition - at the local skate park;

·   Outdoor games and activities;

·   Photo competition with an exhibition at Sunset Gallery;

·   Careers market - local training providers, Charles Sturt University (CSU), North Coast TAFE etc;

·   Health expo - mental health / physical health / drug awareness / youth homelessness / bullying / personal development; and

·   Local volunteering opportunities.

 

There will be a precinct on Town beach for the extent of the Festival with a number of satellite activities happening in other locations across the region.

 

Outcomes:

·   Provide skills building opportunities and encouraging young people to take leadership roles though involvement in all elements of the event organisation and presentation and mentoring and capacity building, particularly with YAC to provide firsthand experience in event planning and management; and

·   Surveys will be presented to the young people at the commencement of the project. Providing our young people with the opportunity to have a say about what a youth friendly place looks like and what barriers existing in the LGA for young people today.

·   The engagement that is undertaken throughout the festival will provide key information the assist in the development of a Youth Action Plan and future social strategies.

 

Proposed measure:           

·   Number of attendees.

·   Number of participants in each activity.

·   Youth Action Plan developed.

 

Artwalk 2017 (20 April 2017)

The 2016 ArtWalk Port Macquarie in the Port Macquarie CBD attracted around 3000 people. The intent of ArtWalk 2017 is to again be a free family-friendly evening event that encourages our community to explore, experience and participate in our local arts and culture in the centre of Port Macquarie. 

 

The following key elements will be included in this year’s event:

·   Temporary Public Art Digital Projections;

·   Artbites restaurant experiences;

·   A heritage feature exhibition (Artwalk will be held during Heritage Week)

·   Exhibitions in cultural organisations and local businesses; and

·   Live Art Activation - performers, musicians and artists.

 

Outcome:

·    Increased awareness of our arts and cultural businesses in the CBD;

·    Local artist work is exhibited and promoted to the general public;

·    Increased visitation to local arts and cultural business and commercial businesses and cultural sites;

·    Activation of the CBD during the evening;

·    A unique experience that encourages community engagement and participation with art.

·                      

Proposed Measure

·    Survey businesses before and after;

·    Number of attendees to each venue and overall;

·    Survey on the night from participants/ consumers measuring; and

·    Survey of artists.

 

Heritage Week (16-29 April)

The Heritage Festival is celebrated annually across Australia with local Councils coordinating programs to promote, protect and celebrate Australia’s historic, natural and Aboriginal heritage.

 

The PMHC Heritage Festival will be in its 20th year in 2017 and has become the biggest heritage festival on the Mid-North Coast, with over 4,000 participants last year. In recent years, the Festival has grown from a small multi-day event featuring a handful of our local museums with a small number of typically passive activities to a month long event featuring over 30 local community groups, schools, museums, galleries and businesses providing upwards of 100 active, engaging, informative and entertaining activities.

 

This year’s festival will continue the strong collaboration between PMHC and many local community heritage, museum, gallery and school groups. A recent focus has also been on fostering activities for children and families with events including outdoor exhibitions, kids art workshops, a ‘Relics, Rocks and Remnants Exhibition’, moonlight movies.

 

The 2017 event will run along similar line to last year’s event, and include many community events and activities. The heritage event will run from the 16 to 29 April inclusive. Activities will include:

·    Douglas Vale Historic Winery, Port Macquarie;

·    Wauchope CBD Heritage tours;

·    Historic Roto House Port Macquarie;

·    Innes Ruins archaeological tours;

·    Camden Haven History Walks;

·    Port Macquarie archaeology tours;

·    Historic Cemetery guided walks;

·    Museum lectures and exhibitions; and

·    Family History workshops at the Port Macquarie library.

 

Outcomes:

·    To conserve, protect and celebrate our local heritage;

·    Promote the heritage of our region;

·    Build capacity and capability in our local heritage and museum groups; and

·    Encourage young people to become involved with our local heritage.

 

Proposed Measure:

·    Number of attendees to each venue; and

·    Number of community activities.

 

Options

 

Council may choose to:

1.       Note the information contained in the report; or

2.       Request further information about the planned events program.

 

Community Engagement & Internal Consultation

 

The events and activities are only made possible through the support of local community groups, working parties and key partners. These include:

 

Seniors Week

A Seniors Working Group including representatives from U3A, Hastings Combined Seniors, Sing Australia and the Residents Action Network participate in the planning and delivery of the program. It is also supported by Arts Mid North Coast and Australian Centre for Arts & Health.

 

Youth Week

Stakeholders in Youth Week events include all services with a youth focus:

·    Council, Hastings Youth Worker Network, Charles Sturt University, TAFE, Headspace, Hasting Youth Advisory Council, local schools, libraries, Green Triangle, Girls Space, the Port Collective.

 

Artwalk 2017

An ArtWalk Working Group has been established including representatives from:

·    Arts Mid North Coast, Port Macquarie Museum ,Charles Sturt University, local artists, Port Macquarie High School, Sunset Gallery.

 

Other key collaborators include;

·    Port Macquarie Performing Arts, Conservatory Mid-North Coast, Port Macquarie Local Area Command and TAFE.

 

Heritage Week

Supported by:

·    Local museums, heritage and community groups, schools and local businesses.

 

Mayors Sporting Fund:

·    Mayors Sporting Fund Committee, local businesses, sponsors.

 

Planning & Policy Implications

 

These community events and activities are consistent with the 2016-2017 Operational Plan objectives to:

 

2.4.1.3 Undertake programs, activities and events utilising a Place Making approach that focus on better outcomes for the aged and disabled in the LGA. [(3). Seniors Week program developed and implemented.]

 

2.5.2 Facilitate, support and/or advocate for cultural and heritage education within the community.

 

2.8.1.6 Work with community groups involved in arts and culture to deliver a wide range of inclusive cultural experiences across the LGA.

 

2.2.1 Build Capacity in the community to support young people

2.2.1.1 Provide opportunities for young people to learn and develop though ‘youth focused’ initiatives.

2.8.1    Support, facilitate and advocate for arts and cultural programs that engage the community and deliver a range of high quality performing, visual arts and cultural development services.

2.8.1.6 Work with community groups involved in arts and culture to deliver a wide range of inclusive cultural experiences across the LGA.

 

These activities are consistent with 2016-2019 Cultural Plan actions:

·   Encourage programs that target our ageing population;

·   Ensuring festivals and events programming has appeal throughout our community through diverse programming and ensuring accessibility through low cost and free programming options;

·    Facilitate programs that encourage community participation in Cultural Activities;

·    Foster partnerships and collaboration between other government, corporate, education, community and not for profit agencies to further build capacity and identity; and

·    Facilitate a program of activation within our town centres that celebrate and promote arts culture and heritage.

·    Ensure that our heritage is recognised, valued and maintained.

·    Develop initiatives and programs that acknowledge and celebrate our Aboriginal heritage.

·    Continually look for ways to interpret the cultural heritage of the Port Macquarie-Hastings region, through the development of programs and partnerships with our local heritage sector.

·    Work collaboratively with our museums and heritage sector to promote our local heritage.

 

Financial & Economic Implications

 

Community events and activities are funded from Council’s Community Place Budget, grants as well as partnerships and sponsors:

 

The Seniors Week program budget is $2,500 (Community Place budget).

 

Youth Week is funded by a $11,700 NSW Youth Opportunities grant; a Youth Week grant of approximately $1,800 by the NSW National Youth Committee; Council’s budget as part of the ongoing Youth Strategy of a $5,000. Council is also seeking additional sponsorship support from the local business community for competitions, prizes and collateral of approximately $5,000 of in-kind support.

 

The Artwalk program budget is $15,000 (Community Place budget).

 

The Heritage Festival budget is $7,500 (Community Place budget).

 

 

Attachments

 

Nil

 

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

What are we trying to achieve?

The Port Macquarie-Hastings region is able to thrive through access to a range of educational, employment and business opportunities.

 

What will the result be?

 

·                Greater availability of educational opportunities.

·                Key business sectors are able to benefit from our natural and existing attributes.

·                Business and industry, training and education facilities sustain our population growth.

·                Increased employment opportunities.

·                An environmentally harmonious and prosperous tourism industry.

·                Widely available communications technology.

 

How do we get there?

 

3.1     Create opportunities for lie long learning and skill enhancement with the availability of a broad range of education and training facilities.

3.2     Promote and support an increase in business capacity in order to generate ongoing economic growth.

3.3     Expand tourism business opportunities and benefits through collaborative planning and promotion.

3.4     Maximise innovation and economic competitiveness by providing high quality communication technology throughout the Port Macquarie-Hastings region.

3.5     Target and encourage business enterprise by providing favourable business conditions including infrastructure and transport options.

 

 

 

 

 

 

 


AGENDA                                                                                Ordinary Council

                                                                                                                      15/02/2017

 

 

Item:          11.01

 

Subject:     Changes to the NSW Crown Land Management Act 2016

Presented by:  Corporate and Organisational Services, Rebecca Olsen

 

 

Alignment with Delivery Program

 

3.2.4  Appropriately develop, manage and maintain Council’s property including property sales, acquisitions, road closures, land development and management of community and commercial leases.

 

 

 

RECOMMENDATION

 

That Council note the information provided regarding changes to the NSW Crown Land Management Act 2016.

 

Executive Summary

 

On 9 November 2016, the NSW Parliament passed the Crown Land Management Bill 2016 which consolidates eight previous pieces of legislation into a single Act.  The new Crown Land Management Act 2016 is intended to deliver modern, streamlined and transparent management of the state’s Crown lands.  The introduction of the Bill follows a review of Crown land management and legislation that commenced in 2012 (see Summary brochure Crown Land Management Bill 2016 attached).

 

The majority of the new Crown Land Management Act 2016 provisions are not yet in effect (see Correspondence from Department of Industry Lands 25 November 2016 attached).  However provisions regarding the vesting of Crown lands in local councils took effect on 14 November 2016.  Advice received from Crown Lands suggests that it is not expecting any commencement on the transfer process until 2018.

 

A key provision of the new Act ensures that Crown land can only be vested in councils where this is agreed by the councils - there will be no forced transfers.  Vesting of land in a council will also be subject to any native title interests. 

 

Any Crown land vested in a council will generally be transferred as “community” land and managed in accordance with the Local Government Act 1993.

 

It is anticipated that the majority of the new legislation will commence in early 2018 with further information to be provided by the State Government to local councils during 2017.

 

The new legislation has a number of potential implications for local councils and this report provides an overview of the proposed changes.

 

Discussion

 

Key elements of the Crown Land Management Act 2016 relating to local government, as summarised by the Local Government NSW (LGNSW), include:

 

Councils managing Crown reserves

 

·   The Act will enable councils to manage their Crown land reserves as if they were council-owned land under the Local Government Act 1993 (LGA). 

·   Councils will not generally be required to seek the Minister for Lands’ approval for dealings. Instead, in most cases councils will manage these reserves as if they were community land.  

·   There will be the ability to manage land as operational land in appropriate circumstances.

·   The requirement to have plans of management for each reserve that is classified as community land will be phased in over time and councils will not have to go through the full LGA process for initial plans.  To address initial costs, some financial assistance from the Government will be available. 

·   Councils will continue to be eligible to apply for grants from the Public Reserve Management Fund Program to support their management and up-keep of Crown reserves.

 

Local ownership

 

·   The Act allows land identified as being of local significance to be vested in councils where this is agreed by the councils.  

·   The rationale is that councils are best placed to make decisions on land of local significance and that ownership will reduce the council’s cost of managing land, simplify the approval and decision making and enhance benefits to local communities.