Agenda of Ordinary Council - Wednesday, 18 November 2020

MINUTES

Ordinary Council Meeting

21/10/2020

PRESENT

Members:

Councillor Peta Pinson (Mayor)

Councillor Lisa Intemann (Deputy Mayor)

Councillor Rob Turner

Councillor Sharon Griffiths

Councillor Peter Alley

Councillor Geoff Hawkins

Councillor Lee Dixon

Other Attendees:

Acting General Manager (Jeffery Sharp)

Director Corporate Performance (Rebecca Olsen)

Director Development and Environment (Melissa Watkins)

Director Infrastructure (Dan Bylsma)

Acting Director Strategy and Growth (Liesa Davies)

Group Manager Governance (Michael Ferguson)

Governance Support Officer (Bronwyn Lyon)

This meeting was held remotely and electronically through Skype

and is live streamed on Council’s YouTube channel.

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 on line.

02 LOCAL GOVERNMENT PRAYER

Due to the current COVID-19 health emergency, the Local Government Prayer was not delivered as part of this meeting.

03 APOLOGIES

Nil.

04 CONFIRMATION OF MINUTES

resolved: Dixon/Griffiths

1. That the Minutes of the Ordinary Council Meeting held on 23 September 2020 be confirmed.

2. That the Minutes of the Extraordinary Council Meeting held on 30 September 2020 be confirmed.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

05 DISCLOSURES OF INTEREST

Councillor Turner declared a Non-Pecuniary, Less Than Significant Interest in Item 15.03 - EOI-20-04 Town Centre Master Plan Sub-Committee - New Membership, the reason being that Councillor Turner is a director of Hort Property Pty Ltd which owns a property in the Port Macquarie CBD within the boundaries of the Port Macquarie Town Centre Masterplan area.

Councillor Alley declared a Non-Pecuniary, Less Than Significant Interest in Item 11.02 - 2020-2021 Round 1 Community Grant Program for Endorsement, the reason being that Councillor Alley’s wife is a member of a community group recommended in the report to receive funding through this program noting that she is not a member of the group’s Executive, nor was she involved in any of the grant funding applications.

06.01 2020 Ministers' Awards for Women in Local Government

RESOLVED: Pinson

That the information in the Mayoral Minute titled 2020 Ministers' Awards for Women in Local Government, be noted.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

07 CONFIDENTIAL CORRESPONDENCE TO ORDINARY COUNCIL MEETING

RESOLVED: Intemann/Dixon

That Council determine that the attachments to Item Number 11.02 be considered as confidential, in accordance with section 11(3) of the Local Government Act.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

08 PUBLIC FORUM – MATTERS NOT ON THE AGENDA

Due to the current COVID-19 health emergency, Public Forum - Matters Not On The Agenda were not held as part of this meeting.

09 PUBLIC FORUM – MATTERS ON THE AGENDA

Due to the current COVID-19 health emergency, Public Forum - Matters On The Agenda were not held as part of this meeting.

Council invited the public to submit comments in relation to matters on the agenda in writing which were provided to Councillors prior to the meeting for the consideration of the Councillors.

Councillor Alley left the meeting due to technical difficulties, the time being 5:38pm.

Suspension of Standing Orders

RESOLVED: Griffiths/Dixon

That Standing Orders be suspended to allow items 10.06, 11.01, 11.02, 11.03, 11.05, 11.06, 12.01, 12.02, 13.01, 13.03, 13.04, 13.05, 13.06, 13.07, 13.08 not in the block to be brought forward and considered next.

carried: 6/0

For: Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

10.06 Draft Unreasonable Customer Conduct Policy

RESOLVED: Griffiths/Intemann

That Council:

1. Place on public exhibition as soon as practicable for a period of not less than 28 days, the draft Unreasonable Customer Conduct Policy and actively seek community feedback.

2. Note that a further report be considered by Council, detailing the submissions received from the public during the exhibition period and presenting a final draft for adoption.

3. Include action at Clause 4.2 if weapons are used, to be added to the draft Policy prior to exhibition.

carried: 6/0

For: Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

11.01 Beechwood Road Stages 5 & 6 Project Update

RESOLVED: Intemann/Griffiths

That Council:

1. Adopt a 6-8 month road closure as the preferred construction methodology for the future elevated upgrade of Beechwood Road between Waugh Street and Glenview Drive to ensure flood free access over Yippin Creek, to inform the finalised concept design for Beechwood Road Stage 6.

2. Note that the construction work is mostly unfunded and may not proceed for several years and that community engagement will take place before commencement of the works.

carried: 6/0

For: Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

Councillor Alley returned to the meeting, the time being 5:48pm.

11.02 2020-2021 Round 1 Community Grant Program for Endorsement

Councillor Alley declared a Non-Pecuniary, Less Than Significant Interest in this matter and remained in the room during the Council's consideration.

RESOLVED: Griffiths/Intemann

That Council pursuant to Section 356 of the Local Government Act 1993, grant financial assistance from the Community Grants 2020-2021 Round 1 for the total amount of $89,545 according to the following:

Organisation Name Project Funding

Community Builders:

Lake Cathie Tennis Club Hit Up Wall $5,000

Camden Haven Pony Club Fencing Dressage Arena $5,000

Hastings Valley Miniature Railway

Society Incorporation Yippin Creek Track Duplication $4,791

Port Macquarie Surf Lifesaving Club Modified Nippers Boards $2,275

Sub-total $17,066

Community Celebrations:

Camden Haven Chamber Christmas Celebrations $5,000

Wauchope Chamber Christmas Celebrations $5,000

Sub-total $10,000

Cultural:

Port Macquarie Community GardensMosaic Seats & ground mandala $1,020

Port Macquarie Historical Society Birpai Publishing project $5,000

Port Macquarie Rugby Union Club Indigenous mural/art installation $4,109

Sub-total $10,129

Environmental:

Port Macquarie Landcare Group Enable Volunteering $5,000

Friends of Kooloonbung Creek Bush regeneration & littler removal $5,000

Sub-total $10,000

Band Grants:

Port Macquarie Hastings

Municipal Band Operational Cost $10,000

Camden Haven Community

Band Community Performances $6,920

Hastings Koalas Orchestra Community Performances $5,000

Hastings District Highland

Pipe Band Community Performances $7,480

Sub-total $29,400

Friends of Mrs York’s Garden Inc Bicentenary Celebrations $3,150

Sub-total $8,150

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

11.03 Formation of a Community Inclusion Committee

RESOLVED: Alley/Intemann

That Council:

1. Create a Community Inclusion Committee.

2. Adopt the Community Inclusion Committee Charter with the amendment in 7.0 of replacing the words “may include” to “will include”.

3. Appoint Councillor Alley as Chair of the Community Inclusion Committee.

4. Appoint Councillor Turner as Deputy Chair of the Community Inclusion Committee.

5. Call for expressions of interest from the community to be members of the Community Inclusion Committee for a four year term.

6. Request the General Manager table a future report:

a) Seeking Council endorsement of the membership of the Community Inclusion Committee.

b) Outlining the transition arrangements for the members of the current Access Committee to a working group of the Community Inclusion Committee.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

11.05 Rollands Plains and Kew, Kendall, Herons Creek and Lorne Community Plans

RESOLVED: Turner/Griffiths

That Council:

1. Endorse the Community Plans for:

a) Kew, Kendall, Herons Creek and Lorne.

b) Rollands Plains.

2. Note the extensive engagement which has taken place with these communities and their Community-Council Action Teams to finalise the Plans.

3. Note the goals and actions identified for each of the communities as outlined in the Community Plans, for consideration in future Operational Plans.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

11.06 Cultural Plan Implementation - Progress Report

RESOLVED: Turner/Hawkins

That Council note the progress made on the implementation of the 2018-2021 Cultural Plan.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

12.01 Port Macquarie Airport - Pilot Training and Aircraft Noise - Community Engagement

RESOLVED: Hawkins/Intemann

That Council:

1. Note the submissions received and information provided in this Pilot Training and Aircraft Noise Community Engagement report.

2. Thank those people who made a submission on the Pilot Training and Aircraft Noise Have Your Say community engagement process.

3. In consideration of the submissions received and the information provided in this Pilot Training and Aircraft Noise Community Engagement report, request the General Manager investigate the establishment of a formal “fly neighbourly agreement” to include practical measures to minimise aircraft noise in the vicinity of Port Macquarie Airport.

4. Request the General Manager table a further report to a future meeting of Council on the outcome of the investigations at Resolution 3 above.

carried: 6/1

For: Alley, Dixon, Hawkins, Intemann, Pinson and Turner

Against: Griffiths

12.02 Draft Smart Community Roadmap - Post Exhibition Report

RESOLVED: Intemann/Turner

That Council:

1. Note the submissions received following the exhibition of the draft Smart Community Roadmap.

2. Adopt the Smart Community Roadmap as attached to this report.

3. Write to thank those people who made a submission during the development of the Smart Community Roadmap, and advise them of the outcome.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

13.01 Notice of Motion - Climate Emergency Declaration Considerations

Mayor Pinson left the meeting due to technical difficulties, the time being 6:26pm.

The Deputy Mayor assumed the Chair.

The meeting adjourned at 6.27pm.

The meeting resumed at 6:30pm.

Mayor Pinson returned to the meeting, the time being 6:30pm.

The Mayor resumed the Chair.

Mayor Pinson left the meeting due to technical difficulties, the time being 6:49pm.

The Deputy Mayor assumed the Chair.

Mayor Pinson returned to the meeting, the time being 7:01pm.

The Mayor resumed the Chair.

Mayor Pinson left the meeting due to technical difficulties, the time being 7:17pm.

The Deputy Mayor assumed the Chair.

Mayor Pinson returned to the meeting, the time being 7:20pm.

The Mayor resumed the Chair.

MOTION

MOVED: Alley/Intemann

In recognition of the urgent need for action on climate change:

1. That Council notes:

a) The NSW Government has committed to an aspirational objective of achieving net zero emissions by 2050.

b) Australia is a signatory to The Paris Agreement (within the United Nations Framework Convention on Climate Change).

c) The NSW Bushfire Inquiry report (dated 31 July 2020), stated “The season showed us what damage megafires can do, and how dangerous they can be for communities and firefighters. And it is clear that we should expect fire seasons like 2019-2020, or potentially worse, to happen again” and “Climate change as a result of increased greenhouse gas emissions clearly played a role in the conditions that led up to the fires and in the unrelenting conditions that supported the fires to spread”.

d) The Jardine Lloyd Thompson Local Government Key Risk Report for 2019, identifies “natural catastrophe / climate change” amongst the top four risks for Local Government.

e) The information in the Climate Change Information report 13.06 of Port Macquarie-Hastings Ordinary Council Meeting of 18 March 2020, that outlines the risks of temperature increases, rising sea levels, extreme rainfall and drought events and increased risks of bushfire that will affect our local community.

f) The Australian Medical Association declared in September 2019 that climate change is a health emergency and will cause:

i. higher mortality and morbidity from heat stress.

ii. injury and mortality from increasingly severe weather events.

iii. increases in the transmission of vector-borne diseases.

iv. food insecurity resulting from declines in agricultural outputs.

v. a higher incidence of mental ill-health.

g) Over 1,780 jurisdictions in 31 countries have declared a Climate Emergency.

2. That it be noted:

a) Council has adopted a Long Term Energy Strategy to aim to source 100% of its electricity from renewable sources by 2027.

b) Council has adopted floodplain management plans that recognize a 900mm Sea Level Rise by 2100 and 10% increases in rainfall severity events.

c) Council’s Operational Plan for 2020-2021 includes action for the employment of a sustainability officer and development of a Sustainability and Climate Change Strategy.

3. That Council request the General Manager provide a briefing to Councillors before the end of 2020 and a report to the March 2021 meeting to enable Council to more fully consider actions required following a Declaration of a Climate Emergency.

AMENDMENT

MOVED: Pinson/Griffiths

In recognition of the urgent need for action on climate change:

1. That Council notes:

a) The NSW Government has committed to an aspirational objective of achieving net zero emissions by 2050.

b) Australia is a signatory to The Paris Agreement (within the United Nations Framework Convention on Climate Change).

d) The Jardine Lloyd Thompson Local Government Key Risk Report for 2019, identifies “natural catastrophe / climate change” amongst the top four risks for Local Government.

e) The information in the Climate Change Information report 13.06 of Port Macquarie Hastings Ordinary Council Meeting of 18 March 2020, that outlines the risks of temperature increases, rising sea levels, extreme rainfall and drought events and increased risks of bushfire that will affect our local community.

f) The Australian Medical Association declared in September 2019 that climate change is a health emergency and will cause:

i. higher mortality and morbidity from heat stress.

ii. injury and mortality from increasingly severe weather events.

iii. increases in the transmission of vector-borne diseases.

iv. food insecurity resulting from declines in agricultural outputs.

v. a higher incidence of mental ill-health.

g) Over 1,780 jurisdictions in 31 countries have declared a Climate Emergency.

2. That it be noted:

a) Council has adopted a Long Term Energy Strategy to aim to source 100% of electricity from renewable sources when technology become cost effective to install and operate.

b) Council has adopted floodplain management plans that recognize a 900mm Sea Level Rise by 2100 and 10% increases in rainfall severity events.

c) Council’s Operational Plan for 2020-2021 includes action for the employment of a sustainability officer and development of a Sustainability and Climate Change Strategy.

3. That Council request the General Manager present a Charter to the November 2020 Council Meeting to support the implementation and establishment of a technical based Sustainability Sub-Committee to assist Council in the development and implementation of Council’s sustainability and Climate Change Strategy.

THE AMENDMENT WAS PUT AND LOST

lost: 2/5

For: Griffiths and Pinson

Against: Alley, Dixon, Hawkins, Intemann and Turner

AN ALTERNATE MOTION WAS MOVED AND PUT

RESOLVED: Alley/Intemann

In recognition of the urgent need for action on climate change:

1. That Council notes:

a) The NSW Government has committed to an aspirational objective of achieving net zero emissions by 2050.

b) Australia is a signatory to The Paris Agreement (within the United Nations Framework Convention on Climate Change).

d) The Jardine Lloyd Thompson Local Government Key Risk Report for 2019, identifies “natural catastrophe / climate change” amongst the top four risks for Local Government.

f) The Australian Medical Association declared in September 2019 that climate change is a health emergency and will cause:

i. higher mortality and morbidity from heat stress.

ii. injury and mortality from increasingly severe weather events.

iii. increases in the transmission of vector-borne diseases.

iv. food insecurity resulting from declines in agricultural outputs.

v. a higher incidence of mental ill-health.

g) Over 1,780 jurisdictions in 31 countries have declared a Climate Emergency.

2. That it be noted:

a) Council has adopted a Long Term Energy Strategy to aim to source 100% of its electricity from renewable sources by 2027.

b) Council has adopted floodplain management plans that recognize a 900mm Sea Level Rise by 2100 and 10% increases in rainfall severity events.

c) Council’s Operational Plan for 2020-2021 includes action for the employment of a sustainability officer and development of a Sustainability and Climate Change Strategy.

4. That Council request the General Manager provide a briefing to Councillors before the end of 2020 and a report to the March 2021 meeting to enable Council to more fully consider actions required following a Declaration of a Climate Emergency.

carried: 5/2

For: Alley, Dixon, Hawkins, Intemann and Turner

Against: Griffiths and Pinson

13.03 Koala Recovery Strategy Annual Report

RESOLVED: Intemann/Alley

That Council:

1. Note the information presented in the Koala Recovery Strategy annual update report.

2. Resolve to postpone major actions identified in the Koala Recovery Strategy pending the outcome of a review and update of the Koala Recovery Strategy due to be completed 2021-2022, with the exception of the following:

a) Continue to deliver educational actions that align with the purpose and aim of the adopted Koala Recovery Strategy and that are achievable in the short term whilst the review and update are being completed.

b) Investigate a feasibility study into engineering solutions to address koala road strike at identified locations to be included in the draft Operation Plan for 2021-2022.

c) Continue to participate in the NSW OEH/Joint Organisation Koala Partnership to improve koala habitat protection measures in the region.

3. Request the General Manager to keep Councillors advised of the situation regarding proposed changes at the state level that affect Koala protection, and opportunities for Council to lobby for clearer protection measures.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

13.04 Update on Public Tree Management in Urban Areas

RESOLVED: Griffiths/Intemann

That Council:

Note the information contained within the Update on Public Tree Management in Urban Areas report.
Consider funding for further tree works to reduce re-inspections in the 2021-2022 budget allocation.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

13.05 Kenwood Drive Bridge Lake Cathie - Review of 2011 Hydrodynamic Report Findings - Status Update

RESOLVED: Pinson/Griffiths

That Council:

1. Note the information provided in this report.

2. Note that a review of the Lake Cathie/Lake Innes Estuary Hydrodynamic Model is warranted and should be undertaken as part of Stage 2 of the Coastal Management Program.

3. Consider funding opportunities to undertake the review of the Lake Cathie/Lake Innes Estuary Hydrodynamic Model with the development of the Draft 2021-2022 Operational Plan and budget.

4. Note that a review of the findings of the 2011 Lake Cathie/Lake Innes Estuary Hydrodynamic Model Development and Investigation Report cannot be undertaken until the Model has been reviewed and tested.

5. Request the General Manager to develop a project plan and indicative costings for the replacement or augmentation of the Kenwood Drive Bridge for consideration by Council in the development of the Draft 2021-2022 Operational Plan and future draft Delivery Program and Operational Plans.

6. In considering funding opportunities referenced in Item 3 above, also investigate any grant funding opportunities that are available once the CMP Scoping Study has been completed, with the inclusion of reference to the Hydrodynamic Model Review as a priority task.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

13.06 Planning Proposal - 8 Highfields Circuit, 3 & 5 Kulai Place and 9 & 11 Kingfisher Road Port Macquarie

RESOLVED: Turner/Griffiths

That Council:

1. Note the lodgement of the planning proposal application referred to as ‘PP2020 - 3.1: Proposed mixed use health and education precinct - Number 8 Highfields Circuit, Numbers 3-5 Kulai Place and Numbers 9-11 Kingfisher Road, Port Macquarie’.

2. Undertake Council initiated health and education precinct strategic planning investigations prior to any subsequent referral of the above planning proposal to the NSW Government seeking Gateway Determination in accordance with Section 3.34(1) of the Environmental Planning and Assessment Act 1979.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

13.07 Long Term Energy Strategy - Six Monthly Update

RESOLVED: Alley/Turner

That Council:

1. Note Council’s participation in the Department of Planning, Industry and Environment’s Sustainability Advantage Program.

2. Note the update on the Long Term Energy Strategy implementation as provided in this report.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

13.08 DA2020 - 433.1 Alterations and Additions to Dwelling, Part Change of Use to Secondary Dwelling and Construction of Swimming Pool Including Clause 4.6 Objection to Clause 4.3 (Height of Buildings) of the Port Macquarie-Hastings Local Environmental Plan 2011 at Lot 392 DP 236950, No. 1 Vendul Crescent, Port Macquarie
Applicant: D J & J Weatherley
Owner: D J & J Weatherley

RESOLVED: Griffiths/Alley

That DA2020 - 433.1 for alterations and additions to dwelling, part change of use to secondary dwelling and construction of swimming pool including Clause 4.6 Objection to Clause 4.3 (Height of Buildings) of the Port Macquarie-Hastings Local Environmental Plan 2011 at Lot 392, DP 236950, No. 1 Vendul Crescent, Port Macquarie, be determined by granting consent subject to the recommended conditions.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

14 ITEMS TO BE DEALT WITH BY EXCEPTION

RESOLVED: Alley/Dixon

That Items 10.01, 10.02, 10.03, 10.04, 10.05, 10.07, 10.08, 11.04, 13.02 be considered as a block resolution.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

RESOLVED: Alley/Turner

That all recommendations listed in the block resolution be adopted by Council.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

10.01 Status of Reports From Council Resolutions

BLOCK RESOLVED: Alley/Turner

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

10.02 Mayoral Discretionary Fund Allocations -
10 September to 7 October 2020

BLOCK RESOLVED: Alley/Turner

That Council note the Mayoral Discretionary Fund allocations for the period 10 September to 7 October 2020 inclusive.

10.03 Disclosures Register - Annual Returns 2019-2020

BLOCK RESOLVED: Alley/Turner

That Council:

1. Note the information in the Disclosure Register for 2019-2020.

2. Determine that the following positions become a Designated Person pursuant to the provisions of Clause 4.8 of Council’s Code of Conduct:

a) Development Assessment Co-ordinator.

b) Water and Sewer Strategic Planning Engineer.

c) Water and Sewer Engineering Planning Manager.

d) Building Certification Co-ordinator.

e) Administration Officer.

f) Parks Management Officer.

g) Recreation and Facilities Manager.

h) Project Officer.

i) Landscape Architect.

j) Facilities Co-ordinator.

k) Senior Landscape Architect.

l) Natural Resources Manager.

m) Bushfire Management Officer.

n) Biosecurity Officer Weeds.

o) Team Leader Invasive Weeds.

p) Development Assessment Administration Co-ordinator.

q) Contributions Development Officer.

3. Note the following position title changes:

a) Land Use Planner (previously Strategic Planner).

b) Compliance Co-ordinator (previously Development Compliance Coordinator).

c) Group Manager Community (previously Group Manager Community Engagement).

d) Group Manager People, Safety and Performance (previously Group Manager Organisational Performance).

e) Development Assessment Building Surveyor (previously Building Surveyor).

f) Water & Sewer Process Planning Engineer (previously Water & Sewer Process Manager)

4. Note the following obsolete position is removed from the Disclosure Register:

a) Road Safety Co-ordinator.

5. Determine that members of the Coast, Estuary and Floodplain Advisory Sub-Committee be designated persons.

6. Note that a further report will be presented to the November 2020 Ordinary Council Meeting tabling the outstanding Annual Disclosure Return as detailed in this report.

10.04 Monthly Budget Review - September 2020

BLOCK RESOLVED: Alley/Turner

That Council:

1. Adopt the adjustments in the “September 2020 Adjustments” section of the Monthly Budget Review – September 2020 report.

2. Amend the 2020-2021 Operational Plan to include all budget adjustments approved in this report.

10.05 Investments - September 2020

BLOCK RESOLVED: Alley/Turner

That Council note the Investment Report for the month of September 2020.

Item 10.06 Draft Unreasonable Customer Conduct Policy, has been addressed previously within the meeting.

10.07 Customer Experience Policy Framework

BLOCK RESOLVED: Alley/Turner

That Council:

1. Place on public exhibition as soon as practicable for a period of not less than 28 days, the draft Customer Experience Policy and actively seek community feedback.

2. Place on public exhibition as soon as practicable for a period of not less than 28 days, the draft Customer Complaints Policy and actively seek community feedback.

3. Note that a further report be considered by Council, detailing the submissions received from the public during the exhibition period and presenting a final draft policies for adoption.

10.08 Development Assessment Panel Charter Review - Post Exhibition

BLOCK RESOLVED: Alley/Turner

That Council:

1. Adopt the revised DAP Charter in Attachment 3 of this report and that it commences being implemented upon establishment of a suitable pool of independent members.

2. Request the General Manager to undertake an expression of interest process to gain a suitable pool of independent members to sit on Council’s Development Assessment Panel (DAP), having regard for the criteria contained in the Draft DAP Charter in Attachment 3 of this report.

3. Thank the people who made submissions to this review and advise them of the outcome.

Item 11.01 Beechwood Road Stages 5 & 6 Project Update, has been addressed previously within the meeting.

Item 11.02 2020-2021 Round 1 Community Grant Program for Endorsement, has been addressed previously within the meeting.

Item 11.03 Formation of a Community Inclusion Committee, has been addressed previously within the meeting.

11.04 Disability Inclusion Action Plan Annual Progress Report

BLOCK RESOLVED: Alley/Turner

That Council note the Disability Inclusion Action Plan 2019-2020 Annual Progress report.

Item 11.05 Rollands Plains and Kew, Kendall, Herons Creek and Lorne Community Plans, has been addressed previously within the meeting.

Item 11.06 Cultural Plan Implementation - Progress Report, has been addressed previously within the meeting.

Item 12.01 Port Macquarie Airport - Pilot Training and Aircraft Noise - Community Engagement, has been addressed previously within the meeting.

Item 12.02 Draft Smart Community Roadmap - Post Exhibition Report, has been addressed previously within the meeting.

Item 13.01 Notice of Motion - Climate Emergency Declaration Considerations, has been addressed previously within the meeting.

13.02 Maria River Road Upgrade - Procurement of Design and Environmental Approvals

BLOCK RESOLVED: Alley/Turner

That Council:

1. Note that pursuant to section 55(3)(a) of the Local Government Act 1993, Council will not invite open tenders and utilise the procurement strategy to seek quotes from consultants under Local Government Procurement Professional Services panel LGP1208-3 for the Design and Environmental Approvals for the Maria River Road Upgrade.

2. Note the General Manager will exercise the delegation to accept a quote pursuant to the Request for Quotation process undertaken for the Design and Environmental Approvals for the Maria River Road Upgrade under the Local Government Procurement Professional Services panel LGP1208-3.

3. Note that a further report will be considered by Council (for information only) detailing the outcomes of the Request for Quotation for the Design and Environmental Approvals for the Maria River Road Upgrade.

Item 13.03 Koala Recovery Strategy Annual Report, has been addressed previously within the meeting.

Item 13.04 Update on Public Tree Management in Urban Areas, has been addressed previously within the meeting.

Item 13.05 Kenwood Drive Bridge Lake Cathie - Review of 2011 Hydrodynamic Report Findings - Status Update, has been addressed previously within the meeting.

Item 13.06 Planning Proposal - 8 Highfields Circuit, 3 & 5 Kulai Place and 9 & 11 Kingfisher Road Port Macquarie, has been addressed previously within the meeting.

Item 13.07 Long Term Energy Strategy - Six Monthly Update, has been addressed previously within the meeting.

Item 13.08 DA2020 - 433.1 Alterations and Additions to Dwelling, Part Change of Use to Secondary Dwelling and Construction of Swimming Pool Including Clause 4.6 Objection to Clause 4.3 (Height of Buildings) of the Port Macquarie-Hastings Local Environmental Pl, has been addressed previously within the meeting.

CONFIDENTIAL SESSION

RESOLVED: Hawkins/Turner

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 Confidential Session of Council on the basis that items to be considered are of a confidential nature.

2. That Council move into Closed Session to receive and consider the following items

Item 15.01 Content Management System for Council's Website

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-20-22 Concept Design and Approvals for the Port Macquarie Aquatic Facility

Item 15.03 EOI-20-04 Town Centre Master Plan Sub-Committee - New Membership

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.

Item 15.04 T-20-14 Port Macquarie Airport Security Screening Equipment

Item 15.05 T-20-17 Design & Environmental Approvals - Thrumster Sporting Fields

Item 15.06 T-20-26 Bonny Hills Recycled Water System Upgrade

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

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

15.01 Content Management System for Council's Website

RESOLVED: Hawkins/Intemann

That Council:

1. Note the upgrades required for the Content Management System for Council’s websites and intranet.

2. Pursuant to Section 55(3)(i) of the Local Government Act 1993, resolve to not invite tenders for the Content Management System for Council’s website due to the unavailability of reliable and competitive tenders as described in this report and therefore the fact that a satisfactory result would not be achieved by inviting tenders.

3. Accept the quotation from OpenCities Pty Ltd, ABN 81 099 495 388, to support and host the new Content Management System for Council’s websites for a further period of three (3) years, commencing on the 20 February 2020 for the lump sum of $342,000 (ex GST).

4. Note that the quotation from OpenCities Pty Ltd includes the necessary upgrade to the OpenCities platform.

5. Affix the seal of Council to the necessary document.

6. Maintain the confidentiality of the documents and consideration in respect to the procurement to support and host the new Content Management System for Council’s websites.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

15.02 T-20-22 Concept Design and Approvals for the Port Macquarie Aquatic Facility

RESOLVED: Intemann/Hawkins

That Council:

1. In accordance with the Local Government (General) Regulations 2005 clause 178(1)(b) and 178(3)(e), decline to accept any of the tenders submitted for Request for Tender T-20-22 Concept Design and Approvals for the Port Macquarie Aquatic Facility and enter into negotiations with CO-OP Studio Pty Ltd or any person that submitted a tender in response to Request for Tender T-20-22, with a view to entering into a contract for the Concept Design and Approvals for the Port Macquarie Aquatic Facility.

2. Pursuant to clause 178(4)(a) and (b) of the Local Government (General) Regulations 2005 decline to invite fresh tenders or applications for the reasons that the project is time critical and that the Tender Evaluation Panel considers that the preferred tenderers have demonstrated the experience, capacity and capability to meet the requirements of the Request for Tender.

3. Request the General Manager present a further report to a future meeting of Council on completion of the negotiation process, for Council’s further consideration of Request for Tender T-20-22.

4. Maintain the confidentiality of the documents and consideration in respect of Request for Tender T-20-22.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

15.03 EOI-20-04 Town Centre Master Plan Sub-Committee - New Membership

Councillor Turner declared a Non-Pecuniary, Less Than Significant Interest in this matter and remained in the room during the Council's consideration.

RESOLVED: Hawkins/Griffiths

That Council:

1. Appoint the following people as independent members of the Town Centre Master Plan Sub-Committee for a two (2) year term:

(a) Jeffrey Gillespie - CBD Commercial Property Owner

(b) Adam Spencer - CBD Commercial Property Owner

(d) Kieran Dell - CBD Trader

(e) Janette Hyde - Greater Port Macquarie Tourism Representative

(f) Anthony Thorne - Port Macquarie Chamber of Commerce Representative

(g) Michelle Love - Community Member

(h) Tony McNamara - Community Member

(i) John McGuigan - Community Member

2. Commence the appointments by inviting the new members to the next Town Centre Master Plan Sub-Committee meeting to be held on 26 November 2020.

3. Formally thank members of the Town Centre Master Plan Sub-Committee for their commitment and contribution during the recent three-year tenure.

4. Maintain the confidentiality of the documents and considerations in respect of Expression of Interest EOI-20-04.

5. Include the Director Development and Environment as the alternate to the Director Strategy and Growth as a voting member and amend the Town Centre Master Plan Sub-Committee Charter accordingly.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

15.04 T-20-14 Port Macquarie Airport Security Screening Equipment

RESOLVED: Griffiths/Hawkins

That Council:

1. Accept the revised Tender from Rapiscan Systems Pty Ltd for the Lump Sum of $385,757.00 (exclusive of GST) for Port Macquarie Airport Security Screening Equipment.

2. Accept the Schedule of Rates from Rapiscan Systems Pty Ltd and delegate authority to the General Manager to negotiate the detailed terms and enter into the service level agreement for the comprehensive maintenance and repair of Port Macquarie Airport Security Screening Equipment:

a) to commence following the successful installation and commissioning of the Port Macquarie Airport Security Screening Equipment; and

b) for a three (3) year period, with two (2) options for extension each for a further period of one (1) year, such options are to be for the benefit of Council and may be exercised only by Council at its sole discretion.

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

5. Maintain the confidentiality of the documents and consideration in respect of Request for Tender T-20-14.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

15.05 T-20-17 Design AND Environmental Approvals - Thrumster Sporting Fields

MOVED: Intemann/Dixon

That Council:

1. Accept the Tender from Hopkins Consultants Pty Limited for the Lump Sum of $346,945 (exclusive of GST) for Request for Tender T-20-17 Design and Environmental Approvals - Thrumster Sporting Fields.

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

3. Maintain the confidentiality of the documents and consideration in respect of Request for Tender T-20-17.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

15.06 T-20-26 Bonny Hills Recycled Water System Upgrade

RESOLVED: Griffiths/Dixon

That Council:

1. Accept the revised Tender from Pensar Water Pty Ltd for the Lump Sum of $1,722,309.00 (exclusive of GST) for T-20-26 Bonny Hills Recycled Water System Upgrade.

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

3. Maintain the confidentiality of the documents and consideration in respect of Request for Tender T-20-26.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

RESOLVED: Intemann/Alley

That the Council Meeting be re-opened to the public.

carried: 7/0

For: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

Against: Nil

The outcomes of the Confidential Session of the Ordinary Council were read to the meeting by the Group Manager Governance.

The meeting closed at 8:32pm.

………………………………………..

Peta Pinson

Mayor

AGENDA Ordinary Council

18/11/2020

Item: 10.01

Subject: Status of Reports From Council Resolutions

Presented by: Corporate Performance, Rebecca Olsen

Alignment with Delivery Program

1.3.2 Build trust and improve Council's reputation through transparency, good decision making and living Council’s Values.

RECOMMENDATION

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

Discussion

Report	Date & Item of Resolution	Status	Reporting Officer	Previous Anticipated Date/s for Report	Current Anticipated Date for Report
T-19-38 Supply and Delivery of Electrical Goods	16/10/2019 Item 15.01	Still negotiating	DI	Dec-19 Feb-20 May-20 Sep-20	Nov-20
Draft Bain Park Master Plan - Community Engagement	01/07/2020 Item 11.03	Community engagement on 11/08/2020	DDE	Aug-20 Sep-20 Oct-20	Nov-20
Review of Regional Transport Infrastructure Steering Group Charter and Functions	23/09/2020 Item 10.18		DI		Nov-20
Local Strategic Planning Statement - post exhibition and revision	15/07/2020 Item 10.09 30/09/2020 Item 04.01		DDE	Sep-20 Oct-20	Nov-20
Disclosures Register - Annual reports 2019-2020	21/10/2020 Item 10.03		DCP		Nov-20
Sustainability Sub-Committee Charter	21/10/2020 Item 13.01		DDE		Nov-20
Port Macquarie Aquatic Facility - appointment of consultant for design works	17/06/2020 Item 12.02		DDE		Nov-20
T-20-22 Concept Design and Approvals for the Port Macquarie Aquatic Facility - post negotiation process	21/10/2020 Item 15.02		DDE		Nov-20
QFPM - Enforcement of Unlawful Activity Policy - findings of review	18/07/18 Item 09.07	Policy being drafted. Awaiting further advice and discussions with Councillors. Councillor briefing on legal matters in August 2020.	DDE	Dec-18 Feb-19 Mar-19 Apr-19 Jun-19 Jul-19 Aug-19 Oct-19 Feb-20 Apr-20 Jun-20 Aug-20 Oct-20	Dec-20
T-19-09 Supply and Delivery of Ready Mix Concrete - post negotiations	19/06/19 Item 15.04	Still negotiating	DI	Aug-19 Oct-19 Dec-19 Feb-20 May-20 Sep-20 Oct-20 Nov-20	Dec-20
T-19-10 Supply and Delivery of Road Construction Materials - post negotiations	19/06/19 Item 15.05	Still negotiating	DI	Aug-19 Oct-19 Dec-19 Feb-20 May-20 Sep-20 Oct-20 Nov-20	Dec-20
Markets Policy - Review	11/12/2019 Item 12.02		DSG		Dec-20
Climate Change Risk Assessment - Update	18/03/2020 Item 13.06	Delayed de to COVID-19. Workshop held on 28/08/20. Awaiting final report.	DDE	Jul-20 Sep-20 Nov-20	Dec-20
Draft s9.11 Airport Business Park Roads Contribution Plan	20/05/2020 Item 13.05	Additional work to be undertaken in respect of land uses to be included in the precinct	DDE		Dec-20
Mid North Coast Joint Organisation - funding and related issues	06/05/2020 Item 10.01	Awaiting adoption of MNCJO financial reports	GM		Dec-20
Site Specific Planning Proposal requests - progress report	17/06/2020 Item 13.03		DDE		Dec-20
Footpaving of Roads Policy - Review	01/07/2020 Item 13.01		DDE		Dec-20
Recommendations of the General Manager Recruitment Selection Panel	15/07/2020 Item 10.04		GM	Nov-20	Dec-20
Land acquisition for future parallel taxiway at Port Macquarie Airport - post exhibition	12/08/2020 Item 12.05		DDE		Dec-20
Integrated Water Cycle Management Strategy - Update Report and Community Engagement Outcomes	12/08/2020 Item 13.03		DI		Dec-20
Draft Petitions Policy - post exhibition	23/09/20 Item 10.10		DCP		Dec-20
Draft Code of Meeting Practice	23/09/20 Item 10.11		DCP		Dec-20
Land classification - Lot 1 DP 1267234 The Boulevarde, Dunbogan - post exhibition	23/09/20 Item 11.03		DDE		Dec-20
Land classification - Lot 1 DP 545926 1 Commerce Street, Wauchope - post exhibition	23/09/2020 Item 15.03		DDE		Dec-20
Significant Road Safety Upgrade to Pacific Highway / Houston Mitchell Drive Intersection - response from Hon Leslie Williams MP	23/09/20 13.01		GM		Dec-20
Community Inclusion Committee Membership and Access Working Group transition	21/10/2020 Item 11.03		DSG		Dec-20
Customer Experience Policy Framework - post exhibition	21/10/2020 Item 10.07		DCP		Dec-20
Draft Unreasonable Customer Conduct Policy - post exhibition	21/10/2020 Item 10.06		DCP		Dec-20
MOU - Norfolk Island Regional Council - income and expenditure administration.	20/03/19 Item 09.02		GM		Feb-21
Land Acquisition Required as Part of the Long Flat Sewer Scheme - post exhibition	20/11/19 Item 13.13	Awaiting advice from Crown Lands	DDE	Feb-20 Aug-20 Oct-20	Feb-21
Draft Coastal Management Program Scoping Plan - post exhibition	20/05/2020 Item 13.07	Still considering submissions	DDE	Jul-20 Aug-20 Sep-20 Oct-20	Feb-21
COVID-19 Recovery and Stimulus Projects - Progress Report	12/08/2020 Item 10.04		GM		Feb-21
Bushfire Disaster Recovery Funding - Update Report	12/08/2020 Item 10.18		DSG		Feb-21
Relief Measures for the Impacts of COVID-19 -Update	23/09/20 Item 10.14		DCP		Feb-21
Draft Roadside Vegetation Management Policy	23/09/2020 Item 13.05	Awaiting outcome from Councillor briefing	DI	Nov-20	Feb-21
Request for Quotation for Design and Environmental Approvals for the Maria River Road Upgrade	21/10/2020 Item 13.02		DI		Feb-21
Establishment of a "Fly Neighbourly Agreement"	21/10/2020 Item 12.01		DCP		Feb-21
Classification as "Operational" Land - 52 John Oxley Drive, Port Macquarie - post exhibition.	20/06/18 Item 14.05	On hold as per GM advice	DDE	Mar-20 Nov-20	Mar-21
Planning Proposal (PP2016-10.1) Beach Street, Bonny Hills	17/06/2020 Item 13.03	PP to be revised and change of proponent	DDE	Sep-20 Oct-20 Nov-20	Mar-21
Planning Proposal (PP2017-11.1) The Chimneys, Homedale Road, Kew	17/06/2020 Item 13.03	Revised PP lodged	DDE	Sep-20 Oct-20	Mar-21
Council owned lots at North Shore - Progress of Sale	19/09/18 Item 09.24)	Council is currently in the process of obtaining DA's for the individual lots, prior to sale - this will provide assurance to future purchasers that the lots can be built on.	DDE	1/12/2019 Feb-20 Sep-20	Mar-21
Lake Cathie - Illaroo Road Revetment Wall - Report on community engagement outcomes and future recommended steps	12/08/2020 Item 15.03		DDE		Mar-21
Declaration of a Climate Emergency - Actions	21/10/2020 Item 13.01		DDE		Mar-21
Biodiversity Investigations and Stewardship Sites	23/09/2020 Item 15.07		DDE		Mar-21
Planning Proposal – Lot 2 DP1091253 Beach Street Bonny Hills	19/04/16 Item 12.02	Post-exhibition report and revised Planning Proposal (potentially) and re-exhibition	DDE	Sep-19 Nov-19 Feb-20 Nov-20 Apr-20 Jul-20 Sep-20	Mar-21
Naming of Roads in Laurieton	15/07/2020 Item 11.02	Pending further consideration of alternative road name and community consultation	DDE	Sep-20 Nov-20	Mar-21
Planning Proposal Request PP2011 - 9.3: The Ruins Way and South Blackwood, Port Macquarie	19/06/19 Item 13.06	Revised PP lodged and under assessment. Under negotiation	DDE	Nov-20	Mar-21
Developments, Public Place & Events Waste Minimisation and Management Policy - impacts, fees, feedback	03/06/2020 Item 13.01		DCP		May-21
Trialling Of Parklets In The Port Macquarie Town Centre	16/05/18 Item 10.02	Council is still working the relevant approvals - current occupations October 2021.	DSG	Aug-20	Jun-21
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.	10/08/16 Item 12.01		DDE		2021 (estimate)
Tuffins Lane Sporting Fields - Terms of Agreement	14/12/16 Item 06.02	Awaiting Catholic Parish advice	GM	Oct-18 Mar-19 Apr-19 Jul-19 Dec-19 Jun-20	TBA

Cyclic Reports

Report	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Mayoral Discretionary Fund Allocations	GM	Monthly	Every
Monthly Financial Update	DCP	Monthly	Every (except July)
Investments	DCP	Monthly	Every
Recommendations by the Mayor’s Sporting Fund Sub-Committee	DSG	Monthly	Every	Mar-21	MSF suspended until 2021.
Legal Fees - Update Report (19/09/18 - Item 09.16)	DCP	Quarterly	Feb, May, Aug, Nov
Development Activity and Assessment System Performance	DDE	Quarterly	May, Aug, Nov, Feb
Port Macquarie Health and Education Precinct - Update Report (06/05/2020 - Item 13.03)	DSG	Quarterly	Aug, Nov, Feb, May
Operational Plan – Quarterly Progress	DCP	Quarterly	Nov, May (other 2 quarters reported with DP 6 monthly progress report)
Grant Application Status Report (21/08/19 - Item 11.02)	DSG	Biannual	Feb, Aug
Glasshouse Strategic Plan Update	DCP	Biannual	Feb, Aug
Digital Technology Project Status (16/08/17 - Item 09.18)	DCP	Biannual	Feb, Aug
Delivery Program – Six Monthly Progress	DCP	Biannual	Mar, Sep
Update on Site Specific Planning Proposal Requests	DDE	Biannual	Apr, Oct
Management of Flying-Fox Colony in Kooloonbung Creek Nature Reserve - Biannual Progress Report (18/03/20 - Item 13.07)	DDE	Biannual	Jul, February
Local Strategic Planning Statement (19/02/2020 - Item 10.22)	DDE	Biannual	Aug, Feb
Mayoral and Councillor Fees (Setting of)	GM	Annually	May
Long Term Energy Strategy – Progress	DDE	Biannual	May, Nov
Economic Development Strategy - Progress (20/11/2013 - Item 10.03)	DSG	Biannual	May, Nov
Port Macquarie-Hastings Destination Management Plan 2020-2024 (20/05/2020 - Item 12.01)	DSG	Annually	Jun-21
Council Policy - Status	DCP	Annually	Jul
Recreation Action Plan – Status	DDE	Annually	Jul
UGMS - Annual Progress Report on Implementation and Status of Actions (20/06/18 - Item 12.07)	DDE	Annually	Jul
Local Preference Policy Outcomes	DCP	Annually	Aug
Annual Report of the Activities of the Mayor’s Sporting Fund	DSG	Annually	Sep
Council Meeting Dates	GM	Annually	Sep
Creation of Office - Deputy Mayor	GM	Annually	Sep
Audit Committee Annual Report	DCP	Annually	Sep
Annual Report of Disability Discrimination Act Action Plan	DSG	Annually	Sep
Legislative Compliance Register	DCP	Annually	Sep
Cultural Plan 2018 - 2021 - Implementation Progress Report (19/09/18 - Item 10.02)	DSG	Annually	Sep
Koala Recovery Strategy Annual Report (19/09/18 - Item 12.05)	DDE	Annually	Sep
Annual Disclosure of Interest Returns	GM	Annually	Oct
Council’s Annual Report	DCP	Annually	Nov
Update Report - Impact of cost shifting for the previous financial year including any additional categories of cost-shifting that have been identified (21/10/15 - Item 09.04)	DCP	Annually	Nov
Performance of Property Investment Portfolio (20/11/19 - Item 10.17)	DDE	Annually	Nov
Compliments and Complaints Annual Report	DSG	Annually	Dec
Code of Conduct Complaints Annual Report	DCP	Annually	Dec

Attachments

Nil

AGENDA Ordinary Council

18/11/2020

Item: 10.10

Subject: Quarterly Budget Review Statement - September 2020

Presented by: Corporate Performance, Rebecca Olsen

Alignment with Delivery Program

1.5.1 Manage Council’s financial assets and provide accurate, timely and reliable information.

RECOMMENDATION

That Council note the Quarterly Budget Review Statement for the September 2020 Quarter.

Executive Summary

This report will detail Council’s progress against the original and revised 2020-2021 budget as at the end of the first quarter being 30 September 2020.

Discussion

The Quarterly Budget Review Statement (QBRS) is a statutory report prepared in accordance with sections 202 and 203 of the Local Government (General) Regulation 2005 (‘Regulations’).

The QBRS presents a summary of Council’s financial position at the end of the first, second and third quarter of the financial year. It is a mechanism whereby the Councillors and the community are informed of Council’s progress against its current adopted budget.

Whilst the Regulations require the Council, as a minimum, to prepare quarterly revised estimates of income and expenditure through the QBRS, Port Macquarie- Hastings Council adopts budget variations on a monthly basis.

Attached to this report (Attachment 1) are the mandated components of the QBRS as prescribed in the ‘NSW Local Government Code of Accounting Practice and Financial Reporting’. Those components include:

1. Budget Review Income and Expenditure (Consolidated);

2. Budget Review Capital Budget;

3. Budget Review Cash and Investment;

4. Budget Review Key Performance Indicators;

5. Budget Review Contracts and Other expenses; and

6. Statement by the Responsible Accounting Officer.

Also attached is a confidential attachment (Attachment 2) 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, Roberts, Sargeant and Turner

Against: Nil

Confidential Attachment 2 titled “September 2020 Quarterly Budget Review - Consultancy Engagements” provides information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting for proposes to conduct business. Local Government Act 1993 - Section 10A(2)(c).

Budget Progress Commentary

The variances listed below should be read in conjunction with Attachment 1 (September 2020 Quarterly Budget Review Statement).

Income and Expenses – QBRS Page 1

Rates and Annual Charges

YTD Budget

YTD Actual

Budget Variance

% Received

$97.725m

$98.298m

+$0.573m

100.6%

Major budget variances include:

- Waste Annual Charges: +$0.593m

Waste Annual Charges are higher than budgeted due to the phasing of the budget being straight lined, this has been amended in November to reflect the upfront levying of this charge.

User Fees and Charges

YTD Budget

YTD Actual

Budget Variance

% Received

$9.270m

$5.471m

-$3.799m

59.0%

Major budget variances include:

- Water User Charges: - $2.709m

- Water Meter Installations - $0.691

Water Usage Charges are lower than budgeted, partially due to a decline in water usage associated with the COVID-19 effected levels of tourism and the seasonal impact on outdoor water usage. A budget adjustment for $1m has been included in the October Monthly Finance Report to reflect this. The remaining variance is timing related and impacted by the reversal of the year end water usage accrual. The budget phasing has been adjusted in November to account for this. This is also the case with Water Meter Installations.

Interest and Investment Income

YTD Budget

YTD Actual

Budget Variance

% Received

$1.623m

$1.747m

+$0.124m

107.6%

Whilst the first quarter has produced a favourable result, modelling indicates that investment returns will decrease in the latter part of the year, with current investments which are due to mature rolling into lower rates. This will continue to be monitored throughout the year.

Other Revenues

YTD Budget

YTD Actual

Budget Variance

% Received

$1.107m

$1.315m

+$0.208m

118.8%

Major budget variances include:

- Waste Education Contribution: +$0.140m

The Contribution to Waste Education from JR Richards has been received in its entirety in Q1. A budget adjustment for $0.084m has been taken up in the October Monthly Finance Report to reflect the amount received which is in excess of the amount budgeted.

Operating Grants & Contributions

YTD Budget	YTD Actual	Budget Variance	% Received
$3.434m	$2.424m	$1.010m	70.6%
Timing of receipt of Roads to Recovery and Financial Assistance Grant Funding.

Capital Grants & Contributions

YTD Budget

YTD Actual

Budget Variance

% Received

$4.855m

$7.018m

+2.163m

144.6%

Major budget variances include:

- Developer Contributions: +$0.860m

- Sporting Field Grants: +$0.450m

- Aerodrome: +$0.700

- Roads & Bridges: $0.150m

Developer contributions are above budget due to a higher level of activity in the development environment. This activity will continue to be monitored and if required a budget adjustment will be recommended.

Grants for the Town Green West Upgrade were received earlier than budgeted.

A grant has been received for the Parallel Taxiway at the Aerodrome.

A grant has also been received for the reconstruction of culverts flood damaged on the Oxley Highway. A budget adjustment has been processed for this in the October Monthly Report.

Employee Costs

YTD Budget

YTD Actual

Budget Variance

% Expended

$13.304m

$11.474m

-$1.830m

86.2%

Major budget variances include:

- Salaries & Wages: -$1.233m

- Travelling: -$0.150m

- Overtime: -$0.136m

- Training: -$0.088m

The favourable variation is due largely to the timing impact of payroll posting. Payroll posting does not always align with month-end reporting cut-offs, with the last week of September payroll being posted on the 1^st October.

Overtime is below budget due to a focus on reviewing and limiting overtime costs where appropriate.

Employee costs also contains an element of training and travel, which in Q1 is below budget due to COVID-19 limitations on such activities. This will continue to be monitored.

Borrowing Costs

YTD Budget	YTD Actual	Budget Variance	% Expended
$0.234m	$0.364m	+$0.130m	155.6%
There are no material budget variances.

Materials & Contracts

YTD Budget

YTD Actual

Budget Variance

% Expended

$9.887m

$7.026m

-$2.861m

71.1%

Major budget variances include:

- Waste Management: -$1.036m

- Sewerage Services: -$0.194m

- Ferry Management: -$0.180m

- Natural Resources: -$0.158m

- Parks & Recreation: -$0.128m

The major variance is in Waste Management and is due to the timing of contractor invoicing for Organics, Recycling and Domestic & Commercial Waste.

Other small variances exist in Materials and Contracts throughout areas of Council.

Depreciation

YTD Budget	YTD Actual	Budget Variance	% Expended
$12.294m	$12.682m	+$0.388m	103.2%
Depreciation is slightly above budget, this will be monitored post asset revaluation and an adjustment made if required.

Other Expenses

YTD Budget

YTD Actual

Budget Variance

% Expended

$3.207m

$3.417m

+$0.210m

106.5%

Major budget variances include:

- Valuation Fees: +$0.217m

Variance in valuation fees are timing related only. The budget for these costs is in Q2, but incurred in Q1.

Asset Disposal

YTD Budget	YTD Actual	Budget Variance	% Expended
$0.0m	$0.0m	+$0.0m
There is no variance to budget.

Capital Expenditure – QBRS Page 2

YTD Budget

YTD Actual

Budget Variance

% Expended

$22.291m

$11.723m

-$10.568m

52.6%

The timing of completion of some projects has moved out in this financial year. A review of capital projects is currently being undertaken with rephasing of the capital works budgets to be complete in early November. The projects showing timing related variances at the end of September listed below form part of this review.

- Developer Provided Assets: -$1.499m

Timing. Budget rephased in November to more accurately reflect the timing of when these assets are realised.

- Thrumster Recycled Water Interim Supply Rising Main: -$0.887m

Timing of contractor progress claims.

- Bago Rd Rehabilitation Stage 3: -$0.625m

Timing only. In detailed design phase. Timing of expenditure to be reforecast in November.

- Wauchope Water Treatment Plant Expansion: -$0.599

Timing only. Construction has now commenced using internal and external resources. Construction completion due by the end of 2020.

- Road Reseals: -$0.520m

Variance due to timing. Currently in the planning phase, expenditure has been reforecast in November, with major expenditure expected to start in January 2021.

- Plant Purchases: - $0.497

Timing of capital plant purchases.

- New Works Depot: -$0.390m

Delays with land acquisition and design. Variance is timing, expenditure will be rephased.

- Annual Water Allocations: -$0.312m

Annual allocation subject to timing differences.

- Kew Main St Upgrade: -$0.303m

Behind schedule. Detailed design nearing completion with construction expected to start in May 21 and completion in August 21.

- Timber Bridge Program: -$0.300m

Timing. Currently in the planning phase. Project expenditure reforecast in November, with major project expenditure forecast to begin in January 2021.

- Expansion of Cairncross Facility: -$0.260m

Timing. Detailed design complete. Landfill construction expected to start in January 2021. Project expenditure rephased in November.

- Trunk Main Augmentation Sancrox Reservoir to Wauchope: -$0.232m

Variance is timing. To be rephased in November

- Small Towns Sewerage Scheme: -$0.201m

Timing only. Construction completion of the Comboyne scheme is expected late 2020.

- Computer Capital Projects: -$0.185m

Variance is timing. To be rephased in November

- Port Macquarie Inlet Works Relocation: -$0.175m

Timing. Project plan submitted for approval. Rephased in November with major project expenditure forecast in January 2021.

There are also a large number of smaller projects from various areas of Council which are also currently underspent when comparing their actual expenditure to year to date budgets.

The actual expenditure does not necessarily reflect the amount of funds that have been committed to particular projects through the raising of purchase orders. For capital projects, progress against their budgets may not necessarily reflect their progress in relation to physical completion.

Progress details for particular capital projects can be found in the report “2020-2021 Operational Plan Quarterly Progress Report as at 30 September 2020” which is also on the agenda of the Ordinary Council Meeting for November 2020 and contained within the business paper.

Cash and Investments – QBRS Page 3

The return on Council’s investment portfolio for the financial year as at 30 September 2020 was 2.32% which was 2.22% above the benchmark of 0.10%.

Key Performance Ratios – QBRS Page 4

The budget variations and carry-overs that have been adopted throughout the financial year have not had a detrimental or material impact on a number of the forecasted T-Corp ratios set out in the adopted original budget.

The Building and Infrastructure Renewals Ratio has significantly improved as a result of the adoption of the carry overs which are significant.

Contracts and Other Expenses – QBRS Page 5-7

There were no unbudgeted contracts entered into during the third quarter of the financial year. There was no expenditure incurred for consultancy or legal expenses that was not budgeted for during this quarter.

Statement by Responsible Accounting Officer

Below is a statement made by Council’s Responsible Accounting Officer made in pursuant to section 203(2) of the Regulations:

Options

Council may adopt the recommendation or amend as required.

Community Engagement & Internal Consultation

Not applicable

Planning & Policy Implications

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

Financial & Economic Implications

As indicated in the QBRS, the projected operating result for Council on a consolidated basis, as at 30 June 2021, is a surplus of $0.144m and this result is satisfactory. However, there continues to be a budget deficit for the 2019/20 financial year which will need to be remedied during the remainder of the year through favourable budget variations.

Attachments

1. September 2020 Quarterly Budget Review Statement

2 . Confidential - September 2020 Quarterly Budget Review - Consultancy Engagements (Confidential)

AGENDA Ordinary Council

18/11/2020

Item: 10.11

Subject: Annual Financial Statements for the Year Ended 30 June 2020

Presented by: Corporate Performance, 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 annual financial statements for the year ended 30 June 2020, as submitted, together with the auditor’s report.

Executive Summary

The external audit of the financial statements for the year ended 30 June 2020 is now complete, with an unmodified audit opinion having been issued. The Local Government Act, 1993 requires that Council hold a public meeting for the purpose of considering the annual financial statements together with the auditor’s report. These are now presented for Council’s consideration.

Council has reported a strong financial performance in what has been a challenging year. 2019-2020 has seen significant impacts associated with the North Coast Bushfires, flood/storm events and Water Supply Security, noting the bushfire activity in our LGA which commenced in July 2019 with the Lindfield Park Road fire, with Council staff directly involved in operational responses to fire, flood and water security activity to support the immediate needs of the community in regards to these unprecedented unplanned events across our LGA.

In addition, on 11 March 2020, COVID-19 was declared a worldwide pandemic. COVID-19 has had a major impact on the Australian economy and local government is not immune, with many services impacted and facilities closed, which has seen a reduction in revenue to Council. At the same time, Council is supporting its local economy and community and has implemented a range of relief measures to support the community during the pandemic.

Despite the particularly challenging circumstances during 2019-2020, Council has reported a consolidated net operating surplus of $37.4m. The consolidated net operating result before capital revenue is a deficit of $5.5m, however it should be noted that this has been impacted by significant one-off amounts recorded in net loss from disposal of assets and impairment expense. Without these impacts, Council would have reported a consolidated net operating surplus of $5.8m. This is a decrease of $2.8m on the equivalent 2018-2019 result which can largely be attributed to impacts on revenue arising from the pandemic, in particular in Airport, Glasshouse and investment income. This in turn means that a normalised result without these unprecedented impacts would have actually been relatively consistent with the previous year.

Whilst continuing to focus on longer term assets related benchmarks, Council has again performed strongly across the key Financial Performance Measures. This is a positive outcome in light of the circumstances noted above, with strong financial management delivering a pleasing result and ensuring a strong balance sheet position moving forward.

Discussion

Background

At the Ordinary Council Meeting held on 12 August 2020 it was resolved:

Council resolutions 1 and 2 have now been implemented.

Sections 418 to 420 of the Local Government Act, 1993 provide that Council must give public notice of its intention to consider the annual financial statements and the auditor’s report. This notification has been given by way of advertisements placed in local newspapers including Camden Haven Courier, Hastings Gazette and Port Macquarie News and has been placed on the Council web-site.

Section 420 of the Act allows any person to make a written submission on the content of the annual financial statements or the auditor’s report. At the time of writing this report, no submissions had been received. If any submissions are received, they will be distributed prior to the meeting.

The purpose of this report is to present to Council the 2019-2020 audited annual financial statements, together with the auditor’s report. A copy of the 2019-2020 annual financial statements are attached to this report for information (Attachment 1).

Results for the year

The Income Statement discloses that Council’s activities for the 2019-2020 financial year resulted in a net operating surplus of $37.4m, on a consolidated basis, as compared to a $71.2m surplus in the previous year. Council has reported an operating deficit before capital revenue of $5.5m, however as noted above this has been impacted by significant one-off amounts recorded in net loss from disposal of assets and impairment expense. Without these impacts, Council would have reported a consolidated net operating surplus of $5.8m, which along with a positive Operating Performance Ratio, reflects the fact that Council has been able to contain its operating costs within its operating revenue base. The notes below outline the significant movements which have contributed to this result:

1. An increase in Rates and Annual Charges of $3.6m due to a rate pegging increase of 2.7% and growth in the number of assessments.

2. A reduction in User Charges and Fees of $3.3m. This is mainly due to reductions of $1.3m in airport fees arising from the COVID-19 closure, $0.4m in planning and building fees, $0.5m in private works, and $1.0m in water user charges, arising mainly from water restrictions implemented during the financial year.

3. A reduction in Other Revenues of $108k due to reduced Glasshouse fees of $0.7m arising primarily from the COVID-19 closure, partially offset by the receipt of building insurance claim recoveries of $0.3m and a legal settlement of $0.2m.

4. An increase in Operational Grants and Contributions of $3.5m due mainly to the receipt of $2.5m in disaster recovery grants, as well as increases of $0.5m in the Roads to Recovery allocation and $0.3m in the Financial Assistance Grant.

5. A reduction in Capital Grants and Contributions of $24.7m which is a significant impact on the operating result after capital. This is primarily due to reductions of $20.5m in developer provided assets and $6.7m in developer contributions, with $5.7m also being received in the prior year for the airport terminal building project which is now complete. This reduction has been offset by the receipt of $3.5m for the Small Towns Sewerage Scheme, as well as increases in recreation and cultural grants of $3.1m and roads and bridges grants of $2.8m.

6. A reduction in Interest and Investment Revenue of $0.7m, due largely to falling interest rates.

7. An increase in Employee Benefits and On-costs of $0.7m due primarily to an award increase of 2.5%, offset by a reduction of $0.8m in the employee leave entitlements expense.

8. A reduction in Borrowing Costs of $0.9m due to a reduction in the amortisation of the Cairncross tip remediation provision and a decrease in outstanding loans resulting in a reduction in interest on loans of $0.5m.

9. Materials and Contracts have increased by $3.3m. Some of the more significant impacts in this area are:

· Contractor costs for the Settlement Point Ferry slipping - $0.6m.

· Increased bushfire control costs due to the extreme bushfire season - $0.8m.

· An increase in the autumn/winter destination development and marketing - $0.4m.

· Settlement Shores Canals maintenance and dredging - $1.0m.

· Emergency response expenditure for the October 2019 Bushfires and the February 2020 Storms and Flood response - $0.6m.

10. Depreciation and Impairment has increased by $3.1m in 2019-2020 due to the impact of significant developer dedicated assets in 2018-2019, as well as impairments of two buildings that were the subject of arson attacks ($0.4m), the crematorium assets ($1.1m) and assets damaged by the bushfires ($0.2m).

11. An increase in Other Expenses of $1.2m primarily due to the payment of a legal settlement of $0.7m and an increase in electricity charges of $0.9m. The latter was primarily impacted by increased pumping in peak periods required to refill water storage facilities during rainfall following drought conditions and additional pumping required to clear excess water from inflow into the sewerage system created by the rains. The increase was offset by a $0.6m reduction in the waste levy due to higher than normal levels of fill that was received at the Cairncross Transfer Station in February and June 2018, inflating 2018-2019 figures.

12. Loss on Disposal of Assets has increased by $4.7m. This is due mainly to a $2.8m loss on sale of a property in William Street sold to a neighbouring property owner to enable the provision of additional CBD car parking. The loss reflects the first part of the sale transaction, the conditions of which include a requirement for the future provision of 150 public car parking spaces. There has also been an increase of $0.6m in assets disposed of as part of renewal works undertaken during the year and loss on the disposal of the Glasshouse Studio portable grandstand of $1.0m.

Statement of Financial Position

Council’s net asset position has increased by $7.9m from the 2018-2019 financial year. The significant impacts are:

1. A decrease in Infrastructure, Property, Plant and Equipment assets of $4.9m due to revaluation decrements of $28.7m and depreciation of $52.5m, offset by asset purchases of $87.4m.

2. An increase in cash and investments of $12.6m due to revenue received that has not yet been expended on capital works. These monies are held in reserve which ensures that they are set aside for specific future projects / purposes as determined by Council or mandated by external legislation.

3. A reduction of $7.6m in borrowings due to the loan borrowing program for the year being $2.4m, less repayments made during the year of $10.0m.

Performance Measures

Below are Council’s ratio results for the last four years for the consolidated Council position.

1. Operating Performance

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

3.38%

5.12%

4.66%

9.93%

Greater than 0%

This ratio measures Council’s ability to contain operating expenditure within operating revenue and excludes capital grants and contributions, and gain/loss on disposal of assets.

The Operating Performance Ratio has decreased from 2018-2019, due largely to COVID-19 impacts on revenue, however pleasingly is still above benchmark on a consolidated basis.

The ratios for each fund are shown below. The general fund ratio is below benchmark, however shows a significant improvement on the 2018-2019 result of (4.46%) despite the COVID-19 impacts on revenue.

Fund	General	Water	Sewer
Ratio	(1.84%)	10.61%	15.09%

2. Unrestricted Current Ratio

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

1.43:1

1.74:1

2.05:1

2.02:1

Greater than 1.5

This ratio measures Council’s liquidity, i.e. the ability to meet short term obligations as they fall due.

The Unrestricted Current Ratio has reduced from 2018-2019 and is slightly below the benchmark of 1.5:1. The key driver of the decrease is investment in longer term financial assets, with current investments decreasing by $25.5m. Due to the impacts of COVID-19 and falling interest rates, and in accordance with advice received from Council’s investment advisors, a number of investments were made with longer dated maturities to lock in attractive medium-longer dated fixed deposits to address reinvestment risk prior to rates potentially falling further. This resulted in a greater proportion of the investment portfolio falling into non-current investments at 30 June. It is should be noted however that this figure represents a snapshot in time and that this ratio has returned to above benchmark subsequent to reporting date.

3. Own Source Operating Revenue

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

71.82%

65.42%

66.14%

56.19%

Greater than 60%

This ratio measures fiscal flexibility which is the degree of reliance on external funding sources such as grants and contributions.

The Own Source Operating Revenue ratio has increased from 2018-2019 due to the impacts of significant developer provided assets on the 2018-2019 ratio, with additional grant and contribution funding having a negative effect on this ratio.

4. Debt Service Cover

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

4.83

4.32

3.98

4.59

Greater than 2

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments. Council’s results have improved over the last 3 years due to the reducing balance of the loan portfolio.

5. Rates and Annual Charges Outstanding percentage

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

5.71%

5.01%

4.88%

4.85%

Less than 10% for rural & regional councils

This ratio measures the effectiveness of Council in recovering rates and annual charges legally owed to it.

The consolidated ratio has deteriorated slightly from 2018-2019, however Council is still well within the benchmark for regional councils. This ratio has been affected by the impacts of COVID-19, as Council has entered into additional payment arrangements for ratepayers who are suffering financial difficulty, as well as temporarily ceasing formal debt recovery actions as part of relief measures adopted by Council.

Council’s general fund ratio (including waste management) for 2019-2020 is 4.82%, sewer fund is 3.90%, with the water fund recording the highest ratio at 17.57% (outside the benchmark). This is due to the fact that water accounts are generated constantly and may not be due for payment until the new financial year. Consistent with prescribed methodology, these outstanding amounts must be included in the ratio as they are outstanding at year end. Council will therefore compare unfavourably on a consolidated basis to councils with no water authority function.

6. Cash Expense Cover Ratio

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

28.31

28.42

26.14

25.31

Greater than 3 months

This ratio indicates the number of months that Council can continue paying for its immediate expenses without additional cash inflow and includes term deposits which drive the significant outperformance when compared to benchmark.

7. Building and Infrastructure Renewal Ratio

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

49.35%

70.22%

87.64%

34.62%

Greater than 100%

This ratio is a longer term indicator of the condition and cost to maintain public infrastructure assets. It is measured by the amount expended on asset renewals for buildings and infrastructure over the depreciation expense of those assets. The definition of renewals used for the ratio is “replacement of existing assets with equivalent capacity or performance as opposed to the acquisition of new assets”. Council often upgrades the capacity of an asset as part of the renewal process and as this work is regarded as an improvement and not renewable, these costs are not included in the ratio calculation. Due to the definition of a renewal this ratio may vary significantly up and down over the years. The 2017-2018 ratio for example, was positively impacted by works undertaken on Stingray Creek Bridge.

Council is continuing on its journey of improving its asset management planning processes in line with the state government’s Integrated Planning & Reporting Framework. Asset management plans are designed to provide a strategic framework for assessing and addressing asset management issues (including appropriate renewals and maintenance) in future years. This result indicates that additional funding for the renewal of assets is required over the construction of new assets, however as with all Councils, the ability to meet acceptable levels under this benchmark will be limited to available funding.

8. Infrastructure Backlog Ratio

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

3.51%

6.66%

5.63%

5.34%

Less than 2%

This ratio shows the proportion of infrastructure backlog against the total value of Council’s infrastructure. It is calculated by taking the estimated cost to bring the assets to satisfactory standard over the total value of Infrastructure, building and other structures assets. There has been an improvement in this ratio from 2018-2019.

9. Asset Maintenance Ratio

Benchmark

2019-2020

2018-2019

2017-2018

2016-2017

0.93

1.00

0.91

0.88

Greater than 100%

This ratio compares the actual versus required annual asset maintenance. A ratio of above 1.0 indicates that the Council is investing enough funds within the year to stop the infrastructure backlog from increasing.

This ratio has deteriorated from last financial year due to additional maintenance requirements for bridges and stormwater drainage.

Options

Not applicable.

Community Engagement & Internal Consultation

Extensive consultation has taken place with Council’s finance section and with Council’s external auditors. The public have also been notified by way of advertisement.

Planning & Policy Implications

These Annual Financial Statements form Part C of the Council’s Annual Report, legislated under the Integrated Planning and Reporting Framework.

Financial & Economic Implications

As outlined in the body of this report.

Attachments

1. Port Macquarie Hastings Council - Financial Statements - 2019 - 2020

AGENDA Ordinary Council

18/11/2020

Item: 10.12

Subject: Financial Impact of Cost Shifting from Other Levels of Government

Presented by: Corporate Performance, Rebecca Olsen

Alignment with Delivery Program

1.3.3 Ensure there is appropriate management of risk to mitigate impact for Council and the community.

RECOMMENDATION

That Council note the information on the financial impact of cost shifting from other levels of Government.

Executive Summary

At the Ordinary Council meeting held on 21 October 2015, Council resolved:

RESOLVED: Hawkins/Sargeant

That Council:

1. Request the General Manager provide a report to the November 2015 Ordinary Meeting of Council on the impact of cost shifting on Council in the 2014-2015 financial year, updating the draft figures provided to Council in May 2015.

2. Request the General Manager provide an updated report to the November 2016 Ordinary Meeting of Council on the impact of cost shifting for the financial year 2015-2016 and annually, including any additional categories of cost-shifting that have been identified.

3. Request that the General Manager give consideration to collecting additional cost shifting information as part of the service review process.

carried: 8/0

For: Besseling, Cusato, Hawkins, Intemann, Levido, Roberts, Sargeant and Turner

Against: Nil

This report addresses the annual update as per resolution 2. It provides information with respect to the estimated financial impact of cost shifting on Port Macquarie-Hasting Council for the 2019-2020 financial year.

Discussion

Definition

Cost shifting is defined by Local Government NSW as follows:

“Cost shifting describes a situation where the responsibility for, or merely the costs of, providing a certain service, concession, asset or regulatory function are 'shifted' from a higher level of government on to a lower level of government without providing corresponding funding or the conferral of corresponding and adequate revenue raising capacity.”

Local Government NSW Survey

Local Government NSW coordinates a cost shifting survey of all NSW Councils in order to establish the impact of cost shifting by the Australian and NSW Governments to NSW Local Government. The last survey was 2015-2016. In that survey, the dollar impact of cost shifting for Port Macquarie-Hastings Council was $9.7m which included $1.9m of identified new items including fluoridation of water, maintaining of crown reserves, and cost of maintaining RMS transferred assets.

The most recently published LGNSW Council Survey report, “The Impact of Cost Shifting on Local Government in NSW: A Survey of Councils”, (released October 2018), highlighted that despite the recognition of cost shifting and its adverse impacts on NSW Local Government, cost shifting continues to increase. The key points of the report are as follows:

- Cost shifting in 2015-2016, (approximately $820m), was estimated to have increased significantly from $380m in 2005-2006.

- Cost shifting increased from 7% of total income before capital in 2013-2014 for all councils who responded to 7.5% in 2015-2016. Council’s cost shifting as a proportion of total income before capital increased from 6.1% in 2013-2014 to 7.4% in the most recent 2019-2020 period.

- Per annum cost shifting has more than doubled in the last decade. This is due largely to State Government policies, in particular the waste levy, with the Federal Government responsible for only 2% of cost shifting borne by councils. Cost-shifting impacts on Council from Federal Government represented 12% of total impacts in 2019-2020.

- The most significant areas of cost shifting in 2015-2016 were as follows and are still the most significant areas in 2019-2020:

- Waste levy: this was the biggest cost shifting impact on Councils, (42% of Council’s total impact in 2019-2020);

- Emergency Services levy: councils paid $127m in mandatory contributions to fund the State Government emergency service agencies (including NSW Fire Brigades, RFS and State Emergency Services), which amounts to 8.7% of Council’s total cost shifting impact in 2019-2020;

- State libraries: there was a $130m shortfall in funding required to operate public libraries, (6% of Council’s total impact in 2019-2020);

- Pensioner rebates cost the industry $61m, (12% of Council’s total impact in 2019-2020).

Impacts on Port Macquarie-Hastings Council

This Council report utilises the Local Government NSW cost shifting survey methodology as the basis for compiling figures with the following exceptions:

· The cost survey records a zero for any net positive amounts. This report records these as a reduction in the impact. That is, all things being equal, this report would show a lower figure than the survey.

· Further categories have been identified that are deemed to be cost shifting beyond those collected and reported in the survey.

As detailed in the table below, which shows total cost shifting at both the State and Federal levels, the impact of cost shifting, (being the total of all identified net expenditure items reduced by the total of net positive amounts) is:

- $7.9m in 2014-2015, ($6.3m State, $1.6m Federal)

- $9.2m in 2015-2016, ($7.7m State, $1.5m Federal)

- $10.8m in 2016-2017, ($9.4m State, $1.4m Federal)

- $12.9m in 2017-2018, ($11.3m State, $1.6m Federal)

- $13.1m in 2018-2019, ($11.9m State, $1.5m Federal)

- $12.6m in 2019-2020, ($11.4m State, $1.5m Federal)

- $13.5m budgeted in 2020-21, ($12m State, $1.5m Federal)

The following graph illustrates the above impact:

The reduction of cost shifting for 2019-2020 of approximately $0.5m can be attributed to a reduction in the Waste Levy. In 2018-2019 higher than normal volumes of fill were deposited into Council’s waste facilities in the months of February and June 2019. This increased the cost of the levy in 2018-2019. Some of the fill however, was used in capping at the landfill which provides a reduction in the levy. This reduction was not received until 2019-2020 which reduced the costs in that year.

The above levels of cost shifting continue to be a significant impost on Council.

Cost Shifting Data

The following table identifies costs shifting impacts separated between those arising from State government impacts and those arising from Federal government impacts:

As noted above, the amounts quantified in the total cost shifting impacts are not exhaustive of the cost shifting impact on Council. Other impacts of cost shifting that are currently being absorbed by Council or will be absorbed by Council into the future are described below. The estimated impact of these items on the total cost shifting amount for 2019-2020 is follows, notwithstanding that not all items are able to be quantified at this time:

	2019/2020 Actuals ($’000)
Total of Cost Shifting Impacts from Table Above	12,631
Cumulative Ongoing Impact of Indexation Freeze on Financial Assistance Grant	481
Non Rateable Properties	2,300
TOTAL IMPACT	15,412

Financial Assistance Grant

In addition to cost shifting, another factor noted as having a financial impact to Council is the Federal Government’s decision to pause indexation to the Local Government Financial Assistance Grants (FAG) Program for the three years commencing 1 July 2014. The table below illustrates the FAG allocation during this period and shows that the grant reduced by $269k despite inflationary pressures:

Year	Total Allocation $k
2013/14	$8,844
2014/15	$8,842
2015/16	$8,764
2016/17	$8,575

Although the freeze has been lifted, the cumulative effect of this will continue to impact into the future. When comparing the actual FAG allocation between 1 July 2014 and 30 June 2020 to what would have been received had CPI been applied, it estimated that Council has incurred a cumulative loss of $3.3m.

Non Rateable Properties

There are a number of properties within the LGA for which Council does not levy rates due to them being exempt from rates under legislation, for example Crown land, national parks, land used by religious bodies, schools. The amount of rates forgone during 2019-20 for such properties was approximately $2.3m. This estimation does not however take into account that valuations are not available for all these properties and therefore there are some which an ad valorem rating component has not been included, i.e. this is a conservative estimate and the actual impact is likely to be higher.

Infrastructure works associated with development undertaken by other levels of Government

Other levels of government often construct infrastructure such as hospitals and schools. Whilst there is a significant benefit from this investment, unlike private development, these government developments are exempt from paying development

contributions.

The provision of such developments can often also have a requirement that Council provide prioritised associated infrastructure such as footpaths without contributing towards the cost of that infrastructure.

Impacts of the Forestry Corporation

With such large areas of State Forest within our LGA, activities conducted by the Forestry Corporation such as timber logging has a significant impact on the wear and tear of Council assets, specifically our rural roads and timber bridges. This activity impacts significantly on maintenance programs and costs of our rural network. State Forests are exempt from Rates, hence the deterioration of Council assets and the associated increase in maintenance costs is borne by the community.

Impacts of the Biodiversity Conservation Act

Under the Biodiversity Conservation Act, in effect since February 2018, Council was handed responsibility for regulation of native vegetation management on Rural Residential and E-Zoned land. This was previously regulated by the OEH and involves increased environmental planning approvals including review of reports generated as per the Act. These reports include specialized ecological reports, which require an accredited ecologist to undertake the review. The ongoing costs of applying this legislation to development applications and strategic planning documents impacts Council directly through resource allocation of staff time. On average, 60% of all DA referrals require review under this legislation. Review of the new reports and ongoing correspondence can also add up to 5 hours per applicable DA, which over a year may equate to 2 months of staff time. Direct costs of upskilling and training new staff in the 2020-2021 operational year is estimated to be up to $5k.

Impacts of the Crown Land Management Act

Changes to the Crown Land Management Act came into effect 1 July 2018 with the implementation of a new reserve management structure. Impacts include increased responsibilities for Native Title assessments and Aboriginal Land Council referrals, and the development of new plans of management for Crown reserves managed by Council. The changes in legislation have impacted Council resources across a number of areas.

Impact of National Sword Policy

Following China and other Asian markets’ border restrictions implemented over the past few years, the Australian federal government is introducing exporting bans on several recycling materials. This will continue to put considerable pressure on the processing of recycled waste and might significantly affect the cost structure of Materials Recovery Facilities already under pressure. Costs are reflective in the increase of annual recycling processing costs from approximately $1.2m in 2018-2019 to $1.7m in 2019-2020 and may lead to further impacts on the waste levy payable by Council

Impacts of National Parks and Wildlife Act 1974

Council has experienced an increase in costs and resources associated with planning and surveys related to boundary issues. This is due to an increased focus on compliance requirements when working adjacent to national parks, although incorrect boundary alignments are not considered to be any fault of Council’s.

Impact of Telecommunications Act 1997

The Telecommunication Act allows new telecommunication assets to be installed in road reserves. This results in increased future costs of excavation works around these assets as all excavation requires dial before you dig and compliance with asset owners’ excavation permits.

Management of Underground Petroleum Storage Facilities (UPSS)

The NSW EPA transferred responsibility for the implementation and enforcement of the Underground Petroleum Storage System (UPSS) Regulation to local government from 1 September 2019. Council staff have completed / implemented a number of actions including the following:

- Proactively identified at least 59 active premises within the LGA in preparation of the changes.

- Developed a register of UPSS sites.

- Attended EPA capacity building workshops for assistance in the transfer of the UPSS regulation.

- Work with environmental health staff from neighbouring councils to develop a uniform approach to the regulation of UPSS systems within the Mid North Coast.

- Developed a risk rating system to identify high-risk premises.

- Up until September 2020 Council staff have conducted site inspections on 31 of the 59 identified active premises and will conduct on remaining premises as well as conduct periodic routine inspections on all 59 sites.

- Liaise and provide education material to sites with UPSS to encourage compliance.

- Respond to pollution complaints.

- Receive annual reports on each system to review.

The full cost impact of the above is unknown at this stage, as it is dependent upon the outcomes of some of the above points, although it has added additional staff costs throughout 2019-2020 and effected resources in other areas. The full impacts will be quantified once the full effects are understood.

Potential Additional Future Impacts

Council has identified items that may have a potential future impact. These include:

· Council is expected to be charged a Waste Levy amount of approximately $100m over the next 20-year period. Currently only 18% of the Waste Levy charged to LGAs in NSW is being reinvested back into the waste industry, mostly through grant funding. This percentage is regarded as being significantly below the amount required to support capital expenditure in new plants and supporting programs necessary to implement the circular economy principles included in the Australian Government, Department of the Environment and Energy (2018), National Waste Policy 2018 and to be included in the soon to be realised NSW 20-Year Waste Strategy (expected in early 2021).

· Legislative changes in bushfire planning and management are expected to have resourcing impacts across a number of areas. These include fire trail annual inspections on council land, ensuring compliance with requirements for bushfire protection measures, delivery of Crown land plans of management for council managed land incorporating bushfire mitigation works and increased environmental approval requirements to deliver bushfire mitigation works as a result of changes to the Coastal SEPP. The impacts will be quantified once the full effects are understood.

· The Public Health Regulation 2012 requires private water suppliers to create a quality assurance program for their water supplies. This is for any commercial, tourist or visitor accommodation, food premises that is not connected to Council’s reticulated water supply. Council is currently working to ensure that the buildings Council manages comply with these requirements, and will register, monitor and follow up with other known private water suppliers in the LGA. It will be necessary to identify businesses and individuals that are operating private water supplies to register and undertake public health inspections and provide education.

The full quantum of the above items is yet to be determined.

Financial Impact of Cost Shifting on Council’s Operational Plan and Long Term Financial Plan

Cost shifting impacts Council’s available funds to deliver quality services and infrastructure, and its operating performance.

The impact of cost shifting could otherwise improve Council’s operating position and/or be spent on some of the following:

- Additional services to the Community.

- Increasing current service levels to the Community.

- New infrastructure works.

- Increased maintenance expenditure.

- Increased spend on renewal of assets.

Some of these items would lead to a better overall performance against TCorp ratios and improve Council’s financial sustainability.

Options

This report is for information purposes.

Community Engagement & Internal Consultation

There has been no community engagement.

Planning & Policy Implications

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

Financial & Economic Implications

This report discusses the impact of cost shifting imposed on Council from both the Federal and NSW Governments.

This cost shifting has an effect on Council’s financial position and ability to deliver to the community.

It should be noted that in 2019-2020 Council received $31.6m in grant funding from other levels of government. Grant funding does greatly assist in the provision of services and infrastructure to the community.

Of this funding, $9.6m was untied which means that it is not required to be spent on specific projects. This is predominantly the Financial Assistance Grant which is provided by the Australian Government. This consists of two components:

- A general purpose component

- An identified local roads component

This provides a contribution towards funding annual operational expenses (in 2019-2020, employee benefits & oncosts were $51.6 million; materials and contracts were $43.3m; and Other expenses were $15.4 million).

The remaining grant funds of $22m was received for specific projects / purposes, with $16.1m of that relating to capital projects. Council also provided funding of $20.9 million towards these projects.

Attachments

Nil

AGENDA Ordinary Council

18/11/2020

Item: 10.13

Subject: 2017-2022 Delivery Program and 2020-2021 Operational Plan - Progress Report as at 30 September 2020

Presented by: Corporate Performance, Rebecca Olsen

Alignment with Delivery Program

1.1.4 Provide easy to understand and accessible community reporting.

RECOMMENDATION

That Council note the 2017-2022 Delivery Program and 2020-2021 Operational Plan - Progress Report as at 30 September 2020.

Executive Summary

The 2020-2021 Operational Plan is a sub-plan of the adopted 2017-2022 Delivery Program. The Delivery Program is designed as the single point of reference for all key activities to be undertaken during a term of Council. The Operational Plan details the individual actions, projects and activities Council will undertake in the financial year to meet the commitments made in the Delivery Program.

Progress reports to Council and the community provide a central point of information on the progress of all actions set out in the 2020-2021 Operational Plan. The overview section in this report provides an overall statistical snapshot of the 2020-2021 Operational Plan performance by Community Theme.

Six monthly progress reports on the Delivery Program are a legislated requirement of the NSW Government’s Integrated Planning and Reporting Framework. Meeting targets in the annual Operational Plan contributes to the overall achievement of the objectives outlined in the 2017-2022 Delivery Program.

Attachment A to this report details each Operational Plan action, activity or project that is currently experiencing delays and is reported as behind.

Attachment B to this report, provides full details on all Operational Plan line items with concise and accurate commentary on progress and status for each.

It also outlines the links from the Community Strategic Plan, Delivery Program Objective and Operational Plan action, activity and/or project that is being delivered.

All capital works projects are incorporated into the body of the Operational Plan and linked directly to a Delivery Program objective and as such, progress updates of each item are reported on individually. A number of projects may have design and construction elements and therefore can span across multiple years for delivery.

At the 12 August 2020 Ordinary Council Meeting, Council adopted a number of projects in addition to the 2020-2021 Operational Plan as part of the COVID-19 Recovery and Stimulus Project. This document was an addendum to the 2020-2021 Operational Plan and Budget which was adopted in June 2020.

These projects were identified as key to supporting the region in its recovery and helping to stimulate the economy. The funding of these projects was a combination of Federal Government funding, Local Roads and Community Infrastructure Program and also Councils COVID-19 Relief Reserve funding.

COVID-19 Recovery and Stimulus Projects were informed by engagement with Council’s COVID-19 Recovery Working Group, priorities identified in recently developed Community Plans and priorities identified via other recent community engagement and feedback.

Projects that were incorporated as part of the addendum to the 2020-2021 Operational Plan will have progress of delivery detailed through this report, which supports the Integrated Planning and Reporting process currently in place.

Each COVID-19 Recovery project, is detailed in the attachment to this report, outlining commentary on progress and status. This report provides a central point of reference for Councillors and the community to view progress of these projects.

Discussion

(a) Overview - 2017-2022 Delivery Program and 2020-2021 Operational Plan –Progress Report as at 30 September 2020

The Operational Plan sets out the actions, activities and projects that will be undertaken in a financial year to deliver the overall objectives over the Delivery Program. Each Operational Plan action, enables the objectives to be achieved and supports delivery of the vision and goals outlined in the Community Strategic Plan.

The 2020-2021 Operational Plan contains 521 performance measures and are associated directly to an Operational Plan action, which now also includes all COVID-19 Recovery Projects. As at 30 September 2020, 94% (492) are on target for delivery and 6% (29) are reported as behind. The table below provides a summary of the total number of performance measures and status by Community Theme and COVID Recovery Projects.

2020-2021 Operational Plan Summary of Performance Measures by Theme
Community Theme	Total No.	On target/ Achieved	Behind	Overall Delivery (%)
Leadership and Governance	93	89	4	96%
Your Community	113	107	6	95%
Your Business and Industry	20	19	1	95%
Your Natural and Built Environment	246	228	18	93%
COVID Recovery Projects -Addendum to the 2020-2021 Operational Plan	49	49	0	100%
Total	521	492	29	94%

The table below is comparative data of historical Operational Plan performance and provides information outlining year on year progress against the adopted 2020-2021 Operational Plan.

(b) Delivery Program 2017-2022 and 2020-2021 Operational Plan - Progress Report as at 30 September 2020

The Delivery Program outlines the Councillors’ commitment to the Port Macquarie-Hastings community during their four-year term of office. In response to the COVID-19 pandemic, the Office of Local Government provided NSW councils flexibility to adjust to the rapidly shifting circumstances.

A number of statutory deadlines were modified as per the Office of Local Government Circular A700190 dated 1 May 2020 indicating that existing four-year Delivery Programs will apply for a further 12 months, maintaining the key themes and any activities not yet completed. Thus, the Delivery Program that was adopted in June 2020, was amended to a five-year Delivery Program 2017-2022 (revised 2020).

Objectives in the Delivery Program represent what the Council aims to deliver and serves as a guide for Council’s Executive and staff when developing the annual Operational Plan.

In a broad context, the Delivery Program enables Council to deliver the community’s aspirations for the future, as described in the Towards 2030 Community Strategic Plan. The Delivery Program objectives appear in each of the four Community

Themes outlined below:

· Community Theme 1 – Leadership and Governance

· Community Theme 2 – Your Community Life

· Community Theme 3 – Your Business and Industry

· Community Theme 4 – Your Natural and Built Environment

Each of the themes in the Delivery Program describes what the expected result will be if the overall objectives are achieved and intended outcome.

A snapshot of progress on various projects across the region is provided below

Laurieton/Camden Haven/surrounds

· Vince Inmon Sporting Fields – Sports Facility Upgrade has planning commenced with designs to commence in the second quarter

· Vince Inmon Sporting Fields – Amenities Upgrade has construction of amenities ongoing with works planned to be completed in the second quarter

· Playground replacement - Bonny Hills Community Hall Reserve has planning commenced with engagement and concept plan scheduled for the second quarter

· Lake Cathie Foreshore Reserve - Master plan implementation - Construction of Skate Facility has designs nearing completion and construction forecast for November 2020 with completion in March 2021

· Rainbow Beach Sports Fields - Commencement of construction of District Facilities has designs underway with expected completion in early 2021 and construction commencing in mid-2021

· Rainbow Beach Reserve - Reserve Upgrade has project planning commenced

· Preparatory work for new stormwater system at Illaroo Road has Aboriginal Cultural Heritage assessment complete, Aboriginal Heritage Impact permit granted and Archaeological investigation works to planned to commence in October 2020

· Design and construction for Black Swan Terrace - Stormwater detention facility has project planned issued and request for tender developed

· Investigation, design and construction of Kew Sewer Treatment Plant (STP) upgrade has project management of detailed designs progressing

· Camden Haven Waste Water Treatment Membrane Replacements has project plan submitted for approval

· Beach to Beach shared path project at Camden Haven has the final section of D9 path installation complete

· Lorne Road Sealing - Investigations and concept design has project planning commenced with surveys complete. Strategic designs to commence in November 2020

· School to Schools share pathway project - detailed design and planning approvals for highest priority sections has the project plan progressing with site and survey investigations to commence in October 2020

· Kew Main Street upgrade has the detailed design phase nearing completion after extensive community engagement. Construction works expected to commence in May 2021

Port Macquarie

· Finalising development planning for the Port Macquarie Airport Business and Technology Park has the PMQ Local Environmental Plan relating to Council’s Airport and Thrumster Lands commenced in September 2020 and aims to support development of the PMQ airport precinct

· Undertaking the Public Amenities program including Blair Reserve, Port Macquarie construction of new amenities has installation programmed for March 2021 after consultation is undertaken

· Port Macquarie Regional Sports Stadium upgrade has planning commenced

· Playground equipment replacement program including John Dick Reserve, Port Macquarie has planning commenced with engagement and concept plan scheduled for the second quarter

· The recreational walkway replacement program across the local government area including Town Beach to Town Beach North has project planning scheduled to commence in the second quarter

· Town Green West Reserve Upgrade has construction progressing with completion expected prior to Christmas 2020

· Port Macquarie Pool design finalisation has a contract for the first design stage planned to commence in November 2020

· Port Macquarie Airport Parallel Taxiway Stage 1 and General Aviation (GA) pavement renewal detailed design has the concept design finalised. $3.53m funding awarded for Stage 1 in June 2020. The draft environmental impact assessments and Development Application finalised and ready for submission

· Operating and maintaining Port Macquarie Airport in accordance with regulatory, safety and security requirements is ongoing. Upgrades to passenger security screening equipment has a report being presented to the October 2020 Ordinary Council Meeting for tender consideration

· Thrumster Recycled Water Interim Supply - Rising Main to Thrumster Reservoir - Booster Pumping Station and Interim Reservoir has construction underway

· Inlet works replacement for Port Macquarie Sewerage Treatment Plant has the detailed project plan submitted for approval

· Construction of the Port Macquarie Sewer rising main is ongoing

· Preconstruction works for the upgrade of Lake Innes Sewerage Pump Station #71 has project initiation and planning commenced. Design phase is ongoing

· Pedestrian Refuge - Horton Street - Clarence Street and William Street - requires community engagement prior to completion of the detailed design and is ongoing

· Gordon Street upgrade, road resurfacing, stormwater flood mitigation and water main renewal works has construction planning underway with construction expected to commence in March 2021

· Boundary Street Upgrade - Detailed design and Environmental Approvals has the detailed design contract awarded with designs ongoing

· Ocean Drive duplication - Matthew Flinders Drive to Greenmeadows has development of the construction tender documents commencing in October 2020 with the project awaiting additional funding prior to commencement

Wauchope/Rural/surrounds

· Lank Bain Sports Ground upgrade has planning commenced

· Playground replacement at Narran Park, King Creek has planning commenced and engagement and concept plan schedule for the second quarter

· Thrumster Sports Fields detailed design and approvals had an open tender prepared and advertised during the first quarter, with awarding of the tender expected in the second quarter and design engagement expected to continue

· Hastings Regional Sporting Complex construction has design works progressing towards anticipated design completion in December 2020, with construction works planning and associated phasing currently being developed

· Cairncross Waste Management Facility (WMF) Expansion / Improvements has detailed designs complete. Request for tender advertised in September 2020 and submissions expected by end of October 2020

· Cairncross Recycling Industrial Zone Improvements - Concrete Processing Facility Establishment Stage 1 is under review against current waste strategy objectives and priorities

· Construction of a water main between Sancrox Reservoir and Wauchope is ongoing with expected completion in November 2020

· Bago Road Rehabilitation Stage 2 (Milligan’s Road to Bluewater Crescent) works complete

· Pembrooke Road, Stoney Creek Bridge detailed design upgrade has project scope of works developed and is awaiting commencement of project planning

· Scrubby Creek Bridge Replacement has construction contract awarded with commencement planned for October 2020

· Kindee Bridge upgrade detailed design has project initiation expected in the last quarter of 2020-2021 due to Kindee Bridge maintenance and repair works

· Kindee Bridge Structural Repairs has Stage 2 works nearing completion. Planning is underway for Stage 3 works. Bridge replacement optioneering complete. Community consultation regarding future replacement options planned to be undertaken in November/December 2020

· Bago Road Rehabilitation of Stage 3 - Bluewater Crescent to Cameron Street has detailed designs nearing completion. Construction forecast to commence early 2021

· Bril Bril Road Sealing investigations and concept design has project plans progressing. Survey and site investigation expected to commence in October 2020

· Design and construction of the Pappinbarra Bridge Replacement has project initiation and design planning complete and a tender for the detailed design advertised in the first quarter

The information below demonstrates Council’s achievements to date and highlights ‘how we know we are progressing’ against the set objectives outlined in the Delivery Program 2017-2022.

Summary of highlights are outlined below by Community Theme, Delivery Program Objective and Council Service

COMMUNITY THEME: LEADERSHIP AND GOVERNANCE

2020-2021 Operational Plan - Summary of Performance Measures
2020-2021	Total No.	On target/Achieved	Behind	Overall %
1Q - July – Sept 2020	93	89	4	96%
2Q - Oct – Dec 2020
3Q - Jan – Mar 2021
4Q - Apr – Jun 2021

What are we trying to achieve

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

What the result will 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 know we are progressing

· Improving levels of community participation at community engagement activities

· Ongoing Council participation in regional Local Government initiatives

· Council financial management that is communicated to the community

Highlights by Council Service and Delivery Program Objective

Council Service: Community

Delivery Program Objective: 1.1.1 Use a variety of tools to engage with the community in a manner that is transparent, effective, relevant and inclusive

· A range of engagement activities were undertaken and a summary is as follows: zoom meeting attendees - 527, face-to-face meetings - 185, CCAT meetings - 21, Facebook live reach - 29K, Facebook live engagement - 327. Key engagement activities were held on a number of projects, some of which included Hastings Sports Fields, Aircraft Noise, North Brother Flood Catchment, Bain Park Master Plan and Shaping our Future 2040 - Local Strategic Planning Statement

· Community Planning undertaken with the Wauchope Community Council Action Team (CCAT) and Rollands Plains CCAT

· Community Strategic Plan engagement meeting with a range of focus groups including: Cultural, Well-being and recreation, Environment and Sustainability, Economic Development, Transport and Think 2050 - Virtual schools summit

· Facebook live sessions included Hastings Sports Field - Reach 17,000, engaged 78, FUTUREthink - the Big Picture - Reach 12,000, engaged 249

· 51 new registrations on Council’s ‘Have Your Say’ online engagement portal

· Over 200 media releases, statements, alerts and announcements and reactive responses were issued using a variety of methods including newspapers, TV, radio and digital media

· A Draft Education Framework has been developed

Council Service: Community

Delivery Program Objective: 1.1.2 Support community involvement in decision making through education around Council matters and services

· Engagement on the Community Strategic Plan is progressing well with engagement activities undertaken with a range of focus groups

· Community Plans developed and progressing as follows: Port Macquarie Community Plans to be considered as potential second stage. Plans endorsed by Council include Bonny Hills, Lake Cathie, Pappinbarra and surrounds and Telegraph Point. Plans to be presented to the Ordinary Council Meeting 21 October 2020 are Kew and Kendall, Lorne and Herons Creek. Plans currently on exhibition are Beechwood and Pembroke. Public exhibition of draft plans completed and being finalised by CCAT are Wauchope and Camden Haven. The North Shore Plan is currently in draft.

· Community Plans were also used as reference for COVID and bushfire funding applications. Projects were also presented for consideration to the COVID Recovery Working Group.

Council Service: Strategy

Delivery Program Objective: 1.1.2 Support community involvement in decision making through education around Council matters and services

· The Local Strategic Planning Statement was endorsed by Council at the Extraordinary Council Meeting held 7 October 2020.

Council Service: Community

Delivery Program Objective: 1.1.3 Engage with the community on impacts and changes to services

· Development of a Community Engagement Program has work continuing, with the engagement scheme and action plan currently in draft

Council Service: People, Safety and Performance

Delivery Program Objective: 1.1.4 Provide easy to understand and accessible community reporting

· An easy to read Community Report Card, highlighting Council’s achievements in delivering outcomes to the community for the 2019-2020 financial year is planned to be presented to the November 2020 Ordinary Council Meeting with the Annual Report

· The 2019-2020 Annual Report is scheduled to be presented to the November 2020 Ordinary Council Meeting in line with legislative requirements

· The six monthly Delivery Program and Operational Plan progress report was presented to the September 2020 Ordinary Council Meeting in line with legislation. The next six monthly progress report is scheduled to be presented to the February 2020 Ordinary Council Meeting

· The planning phase for the 2021-2022 Operational Plan and budget has commenced and is ongoing

Council Service: Customer Experience and Communications

Delivery Program Objective: 1.1.5 Develop an effective and coordinated community focused Communications Strategy

· Regular targeted and broader awareness communications have been undertaken using a wide range of methods including, social media, rates newsletters, outdoor billboards, bus shelters, town flags and banners, radio, newspapers, TV, YouTube and project signage helping keep the community informed of Council initiatives, activities and projects

· Likes for the corporate Facebook page increased from 11,334 as at 30 June 2020 to 11,690 as at 30 September 2020, representing an increase of 3.14%

· Total number of page views on Council's website for the first quarter of 2020-2021 financial year was 298,006

Council Service: Governance

Delivery Program Objective: 1.1.6 Continue to promote access by the community to Councillors

· The Take the Council to the Community program had the October 2020 Council Meeting scheduled to be held in Laurieton, however, due to COVID-19 restrictions was not able to be held there. The March 2021 Ordinary Council Meeting is scheduled to be held in Wauchope

· The Councillor development program is being managed as needs are identified in line with the adopted policy

Council Service: General Manager's Office

Delivery Program Objective: 1.2.1 Promote Council participation and build linkages in local, state and federal initiatives, forums and opportunities to support Council’s continued planning for the growth of the region

· Quarterly meetings with the Mayor and Acting General Manager scheduled and being undertaken. Other meetings with Senior Staff also occurring as needed

· Meetings convened for Mayor and Senior Staff with State and Federal Members. The acting General Manager and Director Infrastructure meet with Hon. Melinda Pavey MP and Dr David Gillespie MP. Meetings also held with the Hon. Leslie Williams in June, September and October 2020

Council Service: Economic Development

· Proactively seeking to secure grant funding from other levels of government and seen six applications made in the first quarter of 2020-2021 (21 Local Roads and Community Infrastructure projects included as one grant application). Grant updates also being provided on a six monthly basis to Council

Council Service: General Manager's Office

Delivery Program Objective: 1.3.1 Provide effective leadership and equity

· The Mayor and Acting General Manager attended the Mid North Coast Joint Organisation (MNCJO) board meeting held September 2020

· The Mayor and Acting General Manager attended the Regional Cities Meeting held August 2020

Council Service: Governance

Delivery Program Objective: 1.3.2 Build trust and improve Council's reputation through transparency, good decision making and living Council’s Values

· The 2019-2020 Legislative Compliance Register review was presented to the Audit, Risk and Improvement Committee in August 2020 and then adopted at the September 2020 Ordinary Council Meeting

· The annual report on Code of Conduct complaints has been updated and will be submitted to an Ordinary Council Meeting within required timeframes

· The 2019-2020 Government Information Public Access (GIPA) annual report is scheduled to be provided to the Information Privacy Commission in line with required timeframes

· The annual Disclosure of Interest Returns will be presented to the October 2020 Ordinary Council Meeting

· Biannual Public Interest Disclosure reporting for January to June 2020 period was submitted to the NSW Ombudsman in line with legislative requirements

· The 2019-2020 Public Interest Disclosure Annual Report is scheduled to be submitted to the NSW Ombudsman’s Office in line with required timeframes

Council Service: Governance

Delivery Program Objective: 1.3.3 Ensure there is appropriate management of risk to mitigate impact for Council and the community

· The 2020-2021 Insurance Risk Management Action Plan is under development

· The Risk Management Framework has had a review of the Risk Culture for Councils insurers completed and a safety audit conducted with outcomes currently under review

· A review of Director delegations has been undertaken in line with the Delegations Framework.

· Formal Government Information (Public Access) Act (GIPA) requests for the first quarter have been managed and responded to within the legislative timeframes

· Coordination of requirements for 4 September 2021 Local Government Elections has pre-planning scheduled to commence in February 2021

Council Service: People and Culture

Delivery Program Objective: 1.3.4 Manage our workforce to deliver community outcomes

· Workforce Management Strategy actions including engagement, attraction, retention and Equity and Diversity actions are progressing. Workforce Planning Group Manager development activities, including a Talent and Succession review will be piloted in the second quarter

· Work, Health and Safety Strategy actions are progressing. Successful initial implementation of the Vault System to capture incident, injury and hazards across Council, with the rollout continuing. RUOK information sessions were held throughout September 2020 with presentations to all work groups via toolbox talks and Skype

· The Learning and Development Strategy actions are progressing. Development needs captured in the first quarter through the employee engagement process. The annual training calendar is progressing, however, reliability of course delivery has been impacted by COVID-19. A review of the Learning and Development Strategy to meet the changing needs of the organisation is planned for the second quarter

Council Service: Strategy

Delivery Program Objective: 1.3.4 Manage our workforce to deliver community outcomes

· Rationalisation of Port Macquarie and Wauchope Council Depot operations had a report presented to the September 2020 Ordinary Council Meeting endorsing the acquisition of 1 Commerce Street Wauchope. A holistic depot review can now be undertaken

Council Service: People and Culture

Delivery Program Objective: 1.3.5 Build an engaged workforce

· Work has commenced to combine the existing Organisational Development Strategy with the existing Learning and Development Strategy to create a central People and Cultural Development document

· The 2020-2021 Annual Employee Engagement Days will have a working group formed to commence planning in late November for May 2021

· The Employee Engagement process has seen a roadshow delivered to people leaders across the organisation. Part 1 - Clarifying, Part 2 - Setting Performance Targets and development goals. Part 3 - Managing performance through EEP is in the development phase and will be delivered to people managers over the next six to eight months

· The 2021 Annual Employee Engagement Survey preparation will commence in late 2020

· Implementation of a Human Resource Information System (HRIS) has had market research undertaken in the first quarter. The second quarter will focus on procurement ready for integration of systems and implementation in 2021

Council Service: Digital Technology

Delivery Program Objective: 1.4.1 Provide efficient technology and inclusive digital systems that are easy to use and easy to access

· Digital Technology roadmap has now been remapped since COVID-19, re-establishing delivery timeframes.

· Renewal of Council’s technology infrastructure to provide secure and responsive information communication technology has seen all projects undertaken and delivered according to approved projects plans with oversight by the Executive

Council Service: Business Improvement Office

Delivery Program Objective: 1.4.2 Deliver agreed services at the agreed service level at best value

· Focus has been on raising awareness of continuous improvement activities to highlight the improvement efforts of staff. Work is also being undertaken to compile an improvement playbook to provide a step by step guide to making an improvement using the PHMC improvement process

· Finalisation of the five identified service reviews outlined in the 2019-2020 Operational Plan are continuing. A further five identified improvement initiatives will be undertaken

Council Service: Customer Interactions

Delivery Program Objective: 1.4.3 Deliver a customer focused service that provides the community a consistent experience of Council

· Two cross organisational customer improvement programs have been identified as part of the Customer Experience Project. Website improvements and online payment projects have now commenced

· A report on Customer Experience improvement activities will be presented to the October 2020 Ordinary Council Meeting outlining the Customer Experience Policy Framework

· Development of a new Communications Strategy has commenced

· Content transition plan commenced prior to re-platforming the existing website

Council Service: Financial Management

Delivery Program Objective: 1.5.1 Manage Council’s financial assets and provide accurate, timely and reliable information

· The 2019-2020 audited financial statements are on track to be lodged with the Office of Local Government in accordance with legislated timeframes

· Quarterly Budget Review Statements were presented to Council in line with required timeframes

· Monthly investment returns exceeded the benchmark

· Investment reports tabled in accordance with required timelines

· The Draft 2021-2022 annual budget preparation is underway

· Preparation of the 2021-2022 budget will incorporate a review of the Long Term Financial Plan

· Monthly financial reports tabled in accordance with required timelines

Council Service: Strategy

Delivery Program Objective: 1.5.1 Manage Council’s financial assets and provide accurate, timely and reliable information

· The Partridge Creek residential development planning is advancing through the project plan. Development, more broadly, is subject to a review which may influence the strategy to completion for this item

· Emily Avenue residential development planning had Development Application approval for the project in May 2020, subject to planning conditions

· The Kangaroo Park North Shore residential development planning has constraints of the development being reviewed. The review will determine the priority of Kangaroo Park to Council and the Community

Council Service: Infrastructure Planning

Delivery Program Objective: 1.5.1 Manage Council’s financial assets and provide accurate, timely and reliable information

· Asset revaluation for Transport Assets (Roads, Bridges, Footpaths and Airport runway) has the project awaiting the outcome of the financial audit to be undertaken in October 2020

· Implementation of the Asset Designed as Constructed automated process system has implementation underway with meetings scheduled with providers

· Asset revaluation for land improvements, other structures and assets has project scoping commenced and preparation of request for tender documentation underway

Council Service: Financial Services

Delivery Program Objective: 1.5.2 Use procurement, tendering, purchasing and contract management approaches that are transparent and equitable

· The Procurement Strategy had action items completed with the required timeframes

· The Plant Replacement Program procedure and procurement plans developed pending finalisation

· Plant and Fleet are being managed and maintained in accordance with the adopted program

· Contracts awarded over $150,000 are being captured as part of procurement activities in accordance with legislative requirements

Council Service: Commercial Business Units – Glasshouse

Delivery Program Objective: 1.5.3 Develop, manage and maintain Council Business Units through effective commercial management

· The 2020-2022 Glasshouse Strategic Plan was adopted at the July 2020 Ordinary Council Meeting after the public exhibition during January and February 2020

· Biannual reports on the Glasshouse Strategic Plan was presented to the August 2020 Ordinary Council Meetings, the next report is due to be presented February 2021

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 1.5.3 Develop, manage and maintain Council Business Units through effective commercial management

· Statutory property projects that included land matters are progressing as required

· Council’s lease and licence portfolio currently has 178 Commercial Leases, 73 Community Leases and 83 Leases PMHC as Lessee

COMMUNITY THEME – YOUR COMMUNITY

2020-2021 Operational Plan - Summary of Performance Measures
2020-2021	Total No.	On target/Achieved	Behind	Overall %
1Q - July – Sept 2020	113	107	6	95%
2Q - Oct – Dec 2020
3Q - Jan – Mar 2021
4Q - Apr – Jun 2021

What are we trying to achieve

A healthy, inclusive and vibrant community

What the result will be

· Community hubs that provide access to services and social connections

· 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 we know we are progressing

· Community facilities are established that encourage social activities and interactions

· Community safety initiatives are recognised and supported

· Open spaces, recreational and community facilities are provided for a range of social, health and wellbeing activities.

· The community is supported through a range of programs based on social issues

· A range of community activities, programs and events are supported and implemented

We know we are progressing on delivering outcomes to the community against the Delivery Program objectives as achievement highlights can be seen below against specific council services

Highlights by Council Service and Delivery Program Objective

Council Service: Sports and Recreation

Delivery Program Objective: 2.1.1 Support Community Safety initiatives

· Lifeguard patrols commenced in September 2020 at Town, Flynns, Lighthouse, Lake Cathie, Rainbow and North Haven Beaches

· The Lifeguard Education Program is scheduled to be undertaken in Term 4 in schools across the local government area. Delivery of the program will be a combination of face to face and remote education due to COVID-19 restrictions

Council Service: Emergency Management

Delivery Program Objective: 2.1.2 Advocate for, support and coordinate emergency services

· Support provided to the Emergency Operations Centre is ongoing with emergency services units as required

Council Service: Compliance

Delivery Program Objective: 2.1.3 Conduct regulatory and educational activities, which safeguard public and environmental health, and ensures compliance with planning and building standards

· Monitoring and managing issues to ensure compliance is ongoing. Activities included:

o Building certificate applications assessed;

o Food permit inspections;

o Fire safety inspections;

o Skin penetration premises inspections;

o Regulated cooling and heating system inspections;

o On-site sewerage management system inspections;

o Private swimming pool compliance certificate applications assessed;

o Public pools and spa inspections;

o Customer requests relating to public health captured and investigated; and

o Underground and Petroleum Storage System inspections.

· Monitoring and managing ranger and law enforcement services to ensure compliance relating to parking, beach patrols, illegal signage, sale of goods on roads, building site sediment control and companion animals is ongoing

Council Service: Commercial Business Units - Environmental Testing

Delivery Program Objective: 2.1.3 Conduct regulatory and educational activities, which safeguard public and environmental health, and ensures compliance with planning and building standards

· Sampling, analysis and reporting of operational and regulatory requests at the Laboratory are being undertaken within the set service standards

· National Association of Testing Authority corporate accreditation maintained

Council Service: Community

Delivery Program Objective: 2.2.1 Support and advocate for all community sectors

· A refreshed and restructured youth leadership model has the YOUTHinkers program development ongoing. It will assist the key group to provide a youth voice to council decisions

· A youth forum is planned for the second quarter targeting youth leadership

· Community Grants Program - Round 1 was held during September 2020 with 41 applications from 34 organisations, with 17 being successful

Council Service: Community

Delivery Program Objective: 2.3.1 Ensure access to community facilities and activities: including access to natural environment

· Delivering actions from the Disability Inclusion Action Plan has included:

o Blair Park Reserve;

o Port Macquarie Senior Citizen toilets; and

o Disabled car parks at Mrs York’s Garden.

· Community halls are being managed to the current service standard. Supporting Council owned and non-Council owned networks is also ongoing

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 2.3.2 Provide a range of inclusive sporting and recreational opportunities and facilities to encourage a healthy and active lifestyle

· Delivering the sporting facility renewal and upgrade program is ongoing with actions including:

o Vince Inmon Sporting fields planning commenced with designs commencing in the second quarter;

o Vince Inmon Sporting fields amenities construction ongoing with works planned to be completed in the second quarter;

o Lank Bain Sports Ground planning commenced;

o Port Macquarie Regional Sports Stadium planning commenced;

o Charlie Watt lighting and drainage construction complete;

o Oxley Oval lighting project complete;

o Blackbutt Park project complete; and

o Kendall Sports Ground project complete.

· The Mayor’s Sporting Fund has been impacted by COVID as no national or international sporting completions have been held since March 2020. Due to NSW public health restrictions, it is planned that the Mayor’s Sporting Fund sub-committee will reconvene in February 2021

· Regional Master Planning for recreational facilities is ongoing:

o Bonny Hills Reserves Master Planning is ongoing with the second round of community engagement planned for the second quarter

o The Draft Master Plan for Bain Park Wauchope is scheduled to be presented to the November 2020 Ordinary Council Meeting for public exhibition

· Camden Haven River recreational boating improvements to upgrade facilities has the draft Review of Environmental Factors and required licences for dredging of North Haven Boat Ramp being finalised

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 2.3.3 Develop and implement management of operational and maintenance programs for open space, recreational and community facilities

· Maintenance program for parks, reserves, sporting fields and beaches across the local government area are ongoing with actions including:

o Mowing parks and reserves for September school holidays;

o Sports field maintenance for winter sports;

o Mowing of all cemeteries for Father’s Day;

o Garden maintenance in the Port Macquarie CBD area including pruning, watering, weed treatment and mulching;

o Formal inspections of all playgrounds with required maintenance and repairs;

o Cleaning bin hides across the local government area;

o Removal of signage and bubblers and BBQ’s reactivated at local parks and playgrounds due to relaxation of COVID-19 restrictions; and

o Kooloonbung Creek Nature park boardwalk maintenance.

· Scheduled and reactive maintenance programs of all Council-owned buildings is ongoing

· Building rectification works undertaken in line with Council Asset Management plans

· All four public pools managed in accordance with the pool management and operational guidelines

· Park furniture renewals, including the donated seat program has project planning scheduled to commence in the second quarter

· The Playground equipment replacement program is ongoing with actions including:

o Bonny Hills Community Hall planning commenced;

o John Dick Reserve planning commenced;

o Narran Park planning commenced;

o Riverview Reserve is pending commencement due to resolution of land tenure;

o Rocks Ferry Reserve construction is scheduled for the second quarter;

o Blair Park Reserve is complete; and

o Town Beach park has scope of work modification ongoing.

· The Recreational walkway replacement program has Kooloonbung Creek boardwalk replacement identified as the project to be undertaken with project planning commenced

· The maintenance program for boat ramps, wharves and jetties is ongoing in accordance with approved maintenance and schedule

· The maintenance program for beaches is ongoing including detailed beach grooming at all high profile beaches

· The Public amenities renewals program has seen Pilot Beach and Blair Park amenities works continuing

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 2.3.4 Plan, investigate, design and construct open spaces, recreational and community facilities

· Port Macquarie Coastal Walk upgrade works included completion of the Charlie Uptin, Doctors Walk and Kennys Walk sections

· Googik Track construction of the shared walkway/cycleway - Stage 2 has planning finalisation underway for the connection between Lake Cathie and Elkorn Grove with works scheduled for delivery by June 2021

· Hastings Regional Sporting Complex construction had design works progressing towards an anticipated design completion in December 2020. Construction works planning and associated phasing currently being developed

· Town Centre Master Plan improvements including the Foreshore Walkway priority projects have detailed design complete and environmental and crown land approvals underway. The Gordon Street underpass has preparation of Environmental Impact Statement complete and submission of the development application will follow in the second quarter

· Port Macquarie Pool design finalisation has a contract for the first design stage planned to commence in November 2020

· Town Village Entry Signage installation is ongoing with completion planned for the second quarter

· Lake Cathie Foreshore Reserve - Master Plan implementation - Construction of Skate Facility has designs nearing completion and construction forecast for November 2020 with completion in March 2021

· Rainbow Beach Sports Fields - Commencement of construction of District Facilities has designs underway with expected completion in early 2021 and construction commencing in mid-2021

· Red Ochre Park has construction ongoing with completion expected in the second quarter

· Ruins Way Park has designed underway and construction commencement targeted for December 2020

· Rainbow Beach Reserve - Reserve Upgrade has project planning commenced

· Camden Haven Surf Club Building - designs and approvals will have engagement undertaken in the second quarter with the Camden Haven Surf Lifesaving Club. Completion of detailed designed scheduled prior to June 21

· Town Green West Reserve Upgrades has construction progressing and expected completion prior to Christmas

· Accessible Ramp and Viewing Platform at Tacking Point Lighthouse has project planning commenced

· Jabiru Reserve fish cleaning table had project planning commenced

· Port Macquarie Town Signage has installation ongoing with completion expected in the second quarter

· Beechwood Tennis Court upgrade to tennis facilities complete

Council Service: Community

Delivery Program Objective: 2.3.5 Plan and deliver innovative Library Services which cater for new technology and growing population

· The annual Library Events Program is ongoing with services being delivered on-line due to COVID-19 restrictions

· Library membership increased from 35,443 as at 30 June 2020 to 35,956 as at 30 September 2020

· The Library Strategic Plan was adopted with Saturday hours extended at Port Macquarie as part of the Strategic Plan

· Community Library Van purchased and fitted out to provide services such as Library outreach, arts and cultural program and community engagement

Council Service: Community

Delivery Program Objective: 2.3.6 Support a range of inclusive community activities and programs

· Implementation of the Community Inclusion Plan underway with actions including:

o Training of PMHCares Volunteers;

o Development of a new Inclusion team;

o Development of a Charter for Community Inclusion;

o Development of a Charter for the Aboriginal Reference Group; and

o Community Grants and Community Recovery sessions.

Council Service: Community

Delivery Program Objective: 2.4.1 Work with the community to identify and address community needs, to inform Council processes, services and projects

· Through the Community Inclusion Plan, implement, support and promote the Graffiti Blasters Program. Activities were suspended due to COVID-19. A risk assessment and COVID-19 safe plan is to be developed

· Through the Community Inclusion Plan support a connected community by developing and delivering training for volunteer managers and volunteers. This training has been provided virtually during COVID. And also, a Community Directory has been implemented.

· Through the Community Inclusion Plan support a diverse community by celebrating dates of significance for Aboriginal and Torres Strait Islander people to. NAIDOC week events will be held in November 2020. Seniors Week planning underway with a date yet to be confirmed. A community inclusion committee charter has been developed with a report to be presented to the October 2020 Ordinary Council Meeting. Reviewing and reaffirming Councils statement of Reconciliation and Commitment to the Birpai Community will be a focus in the third and fourth quarter

· Through the Community Inclusion Plan support developing a resilient community by working collaboratively with relevant organisation for marginalised communities. Work has been undertaken with key groups and the COVID Wellbeing Group to support the community. Engagement also undertaken on the Housing Strategy to enable the community and industry service providers the opportunity to advocate for affordable housing and improved service facilities for our homeless

· Through the Community Inclusion Plan support developing a liveable community. Community engagement and Community Plans have provided connection and improved outcomes for the community. Designing and delivering intergenerational and inclusive play spaces has seen Blair Park Reserve upgraded as part of the Everyone Can Play grant. Working with the community on actions within the Community plans to create a more liveable place

· Implementing strategic education priorities in accordance with Council’s Working Together Framework is ongoing

Council Service: Cultural Development

Delivery Program Objective: 2.5.1 Support cultural activities within the community

· Implementation of actions from the Cultural Plan is ongoing with actions including:

o Audit of Public Art complete;

o Planning to commence to map out Cultural Precinct project scope;

o The Public Art Master Plan is in development; and

o 2020 ArtWalk COVID safe event format fostered extensive collaboration with local creative industries.

· The Glasshouse performance spaces were closed from 23 March to 31 August 2020 due to Public Health Order 2020. Which resulted in the cancellation of planned performances as part of the Glasshouse Theatre Program 2020. The latest NSW Public Health Order has increased the capacity of the Glasshouse performance spaces to 50% (e.g. theatre with 290 patrons), with an increased number of enquiries and bookings now being received for future events

· The Glasshouse Regional Gallery re-opened on 30 June 2020 (after shutdown due to COVID-19) and as per the annual visual arts program, it has presented the following exhibitions:

o Made Worn - Australian Design Centre;

o Abstraction - Port Macquarie Hastings Council Collection;

o Stencil Art Prize; and

o In The Shade II - Sydney Printmakers.

· Development of a new Cultural Plan will commence in 2021. Discussions have commenced with the Cultural Steering Group

· Planning for Bicentenary Activities has the working group reviewing a revised COVID Safe event program and is ongoing

· Wauchope Bicentenary Riverside Sculptural Trail has commissioning agreement being finalised with Artwork scheduled for delivery by March 2021

· Artwalk 2020 will be delivered in October 2020 as a COVID Safe event. The event will see the Longest Footpath Art Gallery, over 40 satellite events and three artist markets held

COMMUNITY THEME: YOUR BUSINESS AND INDUSTRY

2020-2021 Operational Plan - Summary of Performance Measures
2020-2021	Total No.	On target/Achieved	Behind	Overall %
1Q - July – Sept 2020	20	19	1	95%
2Q - Oct – Dec 2020
3Q - Jan – Mar 2021
4Q - Apr – Jun 2021

What are we trying to achieve

The Port Macquarie-Hastings region is a successful place that has vibrant, diversified and resilient regional economy for people to live, learn, work, play and invest

What the result will be

· A strong economy that fosters a culture supportive of business and ensures economic development of the region

· Townships, villages and business precincts that are vibrant commercial, tourism, recreational and/or community hubs

· A region that attracts investment

· Partnerships that maximise economic return and create an efficient and effective business environment

How we know we are progressing

· There is growth and development of new industries and business

· Tourism and major events contribute to increased economic activity

· There are greater opportunities for investment across the region

· Council is recognised for its role in fostering partnerships that contribute to business and industry growth

We know we are progressing on delivering outcomes to the community against the Delivery Program objectives as achievement highlights can be seen below against specific council service

Highlights by Council Service and Delivery Program Objective

Council Service: Economic Development

Delivery Program Objective: 3.1.1 Assist the growth of local business and industry, ensuring this is a central consideration of Council activities

· Implementation of the Economic Development Strategy is ongoing with a twice-yearly report scheduled to be presented to the November 2020 Ordinary Council Meeting

· Development of a new Economic Development Strategy will be discussed in October with the Economic Development Steering Group

Council Service: Development Assessment

Delivery Program Objective: Optimise the use of appropriately zoned land for business uses

· The amended Local Environmental Plan (LEP) and Development Control Plan (DCP) enabling the development of a business park near Port Macquarie Airport was published on the NSW Legislation website on 10 September. The Development Control Plan (DCP) provisions, which aim to coordinate high quality and integrated development across the Business Park, commenced on the same date as publication of the LEP amendment

· The review of planning proposals for specific sites within the Port Macquarie-Hastings Local Government Area based on priorities as determined by

· Council has a report on status planned to be presented to the December 2020 Ordinary Council Meeting

· Greenmeadows Drive - Development Planning and Feasibilities discussions are ongoing to determine appropriateness and community sentiment on a community facility at Greenmeadows Drive.

Council Service: Economic Development

Delivery Program Objective: 3.1.3 Implement Major Events Strategy

· Implementation of actions relating to 'Major and Community Events' through the Port Macquarie Hastings Events Plan is ongoing. Actions included:

o Adjusting the way community events are delivered;

o Community survey feedback;

o Accommodating COVID restrictions; and

o Process review and streamlining event owners experience when interacting with Council.

· Council was unable to host any major events from July to September 2020 due to COVID restrictions, however, three smaller events were supported through the Event Sponsorship Program and the Quick Grants. Two events were mountain biking and resulted in a combined economic impact of approx. $190,000 for the community

Council Service: Economic Development

Delivery Program Objective: 3.1.4 Implement the Destination Management Plan

· Implementation of actions from the Destination Management Plan are ongoing including:

o The annual destination campaign and has responded as required to the changing travel restrictions;

o Ongoing industry communications; and

o Ongoing destination PR program delivery.

· Visits to the destination website for the first quarter show an increase of 21.59% year on year. This represents an increase in users from 133,321 for the financial year 2019-2020 to 162,099 for 2020-2021 financial year

· The Greater Port Macquarie Brand review has project planning commenced

· Public Art audit complete and maintenance reporting pending

Council Service: Commercial Business Units - Airport

Delivery Program Objective: 3.3.1 Develop, manage and maintain Port Macquarie Airport as a key component of the regional transport network and continue to grow the airport’s contribution to the regional economy

· Port Macquarie Airport Biodiversity certification agreement implementation is continuing post approval. Final draft conditions of consent have been submitted to the Department of Agriculture, Water and the Environment, with consent expected in 2020

· Operating and maintaining the Port Macquarie Airport in accordance with regulatory and safety requirements is ongoing

Council Service: Economic Development

Delivery Program Objective: 3.4.3 Encourage innovation that will support our growth as a regional city including smart community technology

· The Smart Community Roadmap is scheduled to be presented to the October 2020 Ordinary Council Meeting

COMMUNITY THEME: NATURAL AND BUILT ENVIRONMENT

2020-2021 Operational Plan - Summary of Performance Measures
2020-2021	Total No.	On target/Achieved	Behind	Overall %
1Q - July – Sept 2020	246	228	18	93%
2Q - Oct – Dec 2020
3Q - Jan – Mar 2021
4Q - Apr – Jun 2021

What are we trying to achieve

A connected, sustainable, accessible community and environment that is protected now, and into the future.

What the result will be

· Effective management and maintenance of essential water, waste and sewer infrastructure

· A community that is prepared for natural events and climate change

· Sustainable and environmentally sensitive development outcomes that consider the impact to the natural environment

· Accessible transport network for our communities

· Infrastructure provision and maintenance that meets community expectations and needs

· Well planned communities that are linked to encourage and manage growth

· Accessible and protected waterways, foreshores, beaches and bushlands

· An environment that is protected and conserved for future generations

· Renewable energy options that are understood and accessible by the community

How we know we are progressing

· We have water, waste, and sewer systems that are efficient, maintained and environmentally compliant

· Consideration, is given to climate change impacts and potential mitigation

· Programs are implemented to support, the condition of the natural environment

· The road and transport network is well planned and maintained

· The transport network, recreational facilities, and open spaces, reflect community priorities

· Coordinated urban development is, well planned to meet projected population growth

· We successfully preserve local flora and fauna

· Renewable energy options are promoted

We know we are progressing on delivering outcomes to the community against the Delivery Program objectives as achievement highlights can be seen below against specific council services

Highlights by Council Service and Delivery Program Objective

Council Service: Water Supply

Delivery Program Objective: 4.1.1 Plan, investigate, design and construct water supply assets ensuring health, safety, environmental protection and security of supply for the future growth of the region

· Construction planning for the Sancrox Reservoir to Area 13 has the design phase complete

· Installation of new water supply services to residential and business premises to cater for new development is ongoing in response to Development Applications

· Thrumster reclaimed water interim supply - rising main to Thrumster reservoir has construction underway and ongoing

· Construction of a water main between Sancrox Reservoir and Wauchope has construction underway with expected completion in November 2020

· Designs for the Water Treatment/Filtration Plant at Cowarra Dam has a scoping study for works currently being finalised

· Preconstruction work for the Trunk Main from Bonny Hills to Kew (Area 12) Reservoir - Stage 1 has project initiation and planning works commenced

· Markbuk motorised water main valve relocation has project charter submitted for approval

· Water Supervisory Control and Data Acquisition System (SCADA) replacement has planning underway

· Replacement of 3 Villages River Inlet platform structures has preliminary works underway

· Preconstruction works for Granite Street Reservoir rehabilitation has preliminary works underway

· Preconstruction works for Widderson Street Reservoir roof replacement has preliminary works underway

· Water critical infrastructure - site security upgrades has preliminary works underway

· Telemetry Microwave link replacement - Bonny Hills to Camden Haven has preliminary works underway

· Design of Rock Ramp to secure water level at Koree Island pumping station intake pool has designs commenced and underway

· Installation of Baffles within Reservoirs to ensure chlorination contact time for disinfection has preliminary works underway

· Wauchope Water Treatment Plant upgrade has construction planned for completion in late 2020

Council Service: Water Supply

Delivery Program Objective: 4.1.2 Develop and implement annual maintenance and preventative works program for water supply assets

· Replacement of Water Treatment Plant electrical and mechanical assets has preliminary works underway

Council Service: Sewerage

Delivery Program Objective: 4.1.3 Plan, investigate, design and construct sewerage assets ensuring health, safety, environmental protection and the future growth of the region

· Construction of the Port Macquarie Sewer rising main is ongoing

· Provision of centralised sewerage systems for Comboyne, Long Flat and Telegraph Point as part of the small town sewerage program had construction commenced in October 2018. Comboyne and Long Flat are scheduled for completion in late 2020 and Telegraph Point is complete

· Construction of Area 14 reclaimed Inlet trunk main Bonny Hills complete

· Kew Sewer Treatment Plant upgrades are being undertaken in partnership with NSW Public Works Advisory who are progressing with project management for the detailed design and delivery

· Port Macquarie Sewer Treatment Plant inlet replacement works have detailed project plans submitted for approval

· Integrated Water Cycle Management Strategy has work continuing

· Preconstruction works for upgrading Lake Innes Sewerage Pump Station 71 has project planning commenced

· Port Macquarie Waste Water Treatment Plant odour control mitigation works has the project plan submitted for approval

· Camden Haven Waste Water Treatment Membrane replacements have the project plan submitted for approval

· Wauchope Waste Water Treatment Plant Inlet rationalisation works have construction commenced

· Bonny Hills Waste Water Treatment Plant Aerator replacement works have a project plan submitted for approval

· Telemetry Radio replacement at Wauchope and Kew have project planning underway

· Preconstruction works for Port Macquarie Pump Station 21 refurbishment has preliminary works underway

· Preconstruction works for Camden Haven Pump Station 2 refurbishment has project planning commenced

· Upgrades for Sewer Pump Station 7,8 and 9 at Kew/Kendall has planning underway

· Preconstruction works for Port Macquarie Sewerage Pump Station 18 has project planning commenced

Council Service: Sewerage

Delivery Program Objective: 4.1.4 Develop and implement annual maintenance and preventative works program for sewerage assets

· Programmed replacement of sewer pumps and electrical switchboards at sewage pump stations is ongoing

· Programmed replacement of Sewer Treatment Plant electrical and mechanical assets is ongoing

· Sewer assets replacement and maintenance programs for sewer rehabilitation and realigning works is ongoing

Council Service: Stormwater and Drainage

Delivery Program Objective: 4.1.5 Work towards planning, investigation, design, construction of stormwater assets

· Stormwater detention facility designs for Black Swan Terrace has a project plan issued for review and request for tender developed

· Stormwater remediation works at Panorama Drive Bonny Hills has project planning underway for detailed designs

· Stormwater remediation works at 35 Hart Street has project planning scheduled to commence late 2020

· Stormwater remediation works at 10 Dilladerry Cres complete

Council Service: Stormwater and Drainage

Delivery Program Objective: 4.1.6 Develop and implement annual maintenance and renewal programs for stormwater assets

· Annual canal maintenance for Settlement Shores and Broadwater canals are ongoing in accordance with the rolling priority program

· Major canal maintenance and dredging of Settlement Shore canals complete

· The Stormwater Renewal Program in currently in the planning phase for projects including:

o Stormwater relining works at Alma Street North Haven;

o Stormwater relining works at Short Street Port Macquarie;

o Stormwater relining works at Graham Street Kendall; and

o Stormwater relining works at Ocean Drive North Haven.

· Stormwater maintenance program works are ongoing based on inspections and assessment criteria

· Condition ratings of stormwater assets via CCTV inspections, including newly constructed works, are ongoing accordance with adopted programs and proactive maintenance requirements

· Development of Urban Stormwater Catchment Management Plans for 62 sub-catchments will commence in October 2020

Service: Waste Management

Delivery Program Objective: 4.1.7 Develop and implement effective waste management strategies

· Effective recycling and recovery of domestic and organic waste through the Material Recovery Facility is continuing as required

· Illegal dumping and clean-up programs undertaken as required

· Multi Dwelling Organics Recovery project is ongoing

· Upgrade and expansion approvals for Cairncross Waste Depot has detailed designs complete and request for tender advertised

· The Waste Strategy actions are being delivered as required

· Efficient waste collection services are being undertaken for domestic, commercial and public places

· Waste education and marketing campaigns are ongoing

Council Service: Natural Resource Management

Delivery Program Objective: 4.2.1 Develop and implement Coastal, Estuary, Floodplain, and Bushfire Management Plans

· The annual bushfire risk mitigation program is ongoing

· Implementation of the Flying Fox Management Plan is ongoing with actions including:

o Development of education materials including, new signs, website; updates, zoom presentations and letter box drops;

o Investigation of alternate habitat sites; and

o Operation of sprinkler systems and ongoing monitoring.

· Investigation of floodplain mitigation measures and strategies to reduce flood risk in the Hibbard Precinct Catchment is ongoing

· Development of environmental program of works to ensure compliance to Airport bio certification is ongoing

· Development of a Flood Study for the North Brother Local Catchments had the Draft Plan place on public exhibition in July. A further report was presented to the September 2020 Ordinary Council Meeting detailing the outcomes of the public exhibition period

· Preparatory work for a new stormwater system at Illaroo Road has Aboriginal Cultural Heritage assessment complete. Archaeological investigations to commence in the second quarter

· Community consultation regarding funding model options for Illaroo revetment wall has community engagement plan being drafted with consultation planned for the second quarter

· Development of a Coastal Management Program for Lake Cathie has community education and engagement plan underway

Council Service: Development Assessment

Delivery Program Objective: 4.3.1 Undertake transparent and efficient development assessment in accordance with relevant legislation

· Development Assessment, Building Certification and Subdivision Certification activities are being undertaken in accordance with legislation with the number of applications and processing times as follows:

o 249 Development Applications, average processing time of 37 days;

o 54 Development Application modifications, average processing time

38 days;

o 169 Building Construction Certificates, average processing time of 14

Days; and

o 24 Complying Development Certificates, average processing time of 14 days.

· No successful legal appeals were recorded in relation to processing errors for development applications from 1 July 2020 to 30 September 2020

Council Service: Roads, Bridges and Transport

Delivery Program Objective: 4.4.1 Plan, investigate, design and construct transport assets which address pedestrians, cyclist and vehicular needs to cater for the future growth of the region

· Development of the Regional Integrated Transport Strategy has planning commenced and will align and be informed by the Local Strategic Planning Statement

· Footpath, cycleway and pedestrian works are underway

· Detailed designs for dual lanes on Lake Road from Jindalee to Fernhill intersections and Chestnut Road to Ocean Drive are complete with construction pending allocation of funding in future years

· Dunbogan Bridge - Reid Street - substructure rehabilitation is ongoing

· Kindee Bridge structural repairs and bridge replacement optioneering has Stage 2 nearing completion. Planning is underway for Stage 3

· Corridor planning - Kendall Road - Ocean Drive - Hastings River Drive has corridor review, description and vision phase complete

· The Local Roads Proactive Transport Program is currently in the planning phase for Road Rehabilitation and Resealing as follows:

· Planning phase (Road resurfacing and rehabilitation):

o Toorak Ct, Port Macquarie;

o Acacia Ave, Port Macquarie;

o Highfields Cct, Port Macquarie;

o Hay St, Port Macquarie;

o Ballina Cr, Port Macquarie;

o Herschell St, Port Macquarie (dependent on funding);

o Ocean Dr, Bonny Hills (Binbilla to Panorama) (dependent on funding) and

o Wingham Rd, Comboyne (dependent on funding) Road resealing works.

Delivery Phase (Road Resurfacing and Rehabilitation):

o Belah Rd, Port Macquarie - completed;

o Jindalee Rd, Port Macquarie - completed; and

o Comboyne Rd, Comboyne (Township to Stennets) - underway.

Planning Phase (Road Resealing):

o Lighthouse Beach Local Streets, Port Macquarie;

o Greenmeadows Local Streets, Port Macquarie;

o Comboyne Local Streets, Comboyne;

o Widderson St, Port Macquarie;

o Kindee Rd, Kindee; and

o Bangalay Dr, Port Macquarie.

· John Oxley Drive upgrade has detailed designs nearing completion

· Sealed road network condition survey is practically complete

· Ocean Drive duplication - Matthew Flinders Drive to Greenmeadows has development of construction tender documents commencing in October 2020 with the project awaiting additional funding prior to commencement

· Designs and investigations for Gordon Street pavement reconstruction and service relocations has design project complete

· Installation of new bus shelters across the region as per the Community Passenger Transport Infrastructure Grant Scheme is underway

· Beach to Beach shared path project at Camden Haven has the final section of D9 path installation complete

· Gordon/Horton Street intersection upgrades has detailed designs underway

· Bago Road rehabilitation (Milligans Road to Blue Water Cres) complete

· Reconstruction of The Ruins Way Port Macquarie (Major Innes Road and Sitella Street) is underway with construction progressing

· Scrubby Creek Bridge has construction contract awarded with construction works scheduled to commence in October 2020

· The Transport Network Improvement Planning Project - Options Assessment and Strategic Business Case (including review of Orbital Road Options) has had stakeholder and community consultation undertaken in the first quarter and a Councillor briefing session facilitated

· Ocean Drive shared pathway project (Brotherglen Drive to Sirius Drive Lakewood) complete

· Detailed design and environmental approvals for Boundary Street upgrade has the design contract awarded to local consultant with designs ongoing

· Bril-Bril Road Sealing investigations and concept design has project plan progressing. Survey and site investigation expected to commence in October 2020

· School to School shared path project has project planning commenced

· Gordon Street upgrade - road resurfacing. Stormwater flood mitigation and water main renewal works has construction planning underway and expected to commence in March 2021

· Bago Road rehabilitation - Stage 3 - Bluewater Cres to Cameron Street has detailed designs nearing completion

· Lake Cathie Bridge (Ocean Drive) - Level 3 investigations and durability assessment has project planning underway

· Limeburners Bridge (Shoreline Drive) - Level 3 investigations and durability assessment has project planning underway

· Thompson Bridge replacement has construction planning underway

· Lorne Road sealing - investigations and concept designs has project planning commenced with survey complete

· Detailed traffic analysis of the Sancrox/Thrumster/Fernbank growth area to identify high priority works has project planning commenced

· Slipping of Hibbard Ferry is scheduled for early 2021

· King Creek Road shoulder sealing and safety barrier installation has design nearing completion with construction expected to commence in early 2021

· Design and construction of the Pappinbarra Bridge Replacement has project initiation and design planning complete and a tender for the detailed design advertised in the first quarter

· Review of the Car Parking Strategy is expected to commence in the coming months

· Investigation and designs for sealing sections of The Hatch Road has formal funding announcement expected in November 2020

Council Service: Roads, Bridges and Transport

Delivery Program Objective: 4.4.2 Develop and implement annual maintenance and renewal programs for transport assets

· The annual unseal road maintenance program including resheeting, grading, drainage and vegetation and rural roadside vegetation clearing is ongoing in accordance with adopted program

· The annual sealed road maintenance program including resurfacing, jetpatching, heavy patching and installation of roadside furnishings is ongoing in accordance with adopted program

· The annual bridges and culverts maintenance and repair program including inspections, monitoring and bridge repair works is ongoing in accordance with adopted program

· Reactive maintenance for Koala Food Trees and Koala Fencing on Link Road (Ocean Drive) is ongoing in accordance with adopted program

· The annual Bridgeworks and Road Rehabilitation Program, that includes regular bridge and geotechnical road pavement tests to inform and develop program has preliminary project charters and scopes developed

· Renewal and repair of Timber Bridges is currently in the planning phase and includes the following projects:

Planning Phase:

o Kindee Bridge, Kindee - Stage 3 Pile strengthening;

o Black Creek Bridge, Lorne;

o Logans Crossing Bridge, Kendall;

o Stoney Creek Bridge, Pembrooke;

o Roods Bridge, Bellangry;

o Bril Bril Bridge, Rollands Plains (dependent on funding);

o Donkins Flat Bridge, Comboyne (dependent on funding) and

o Old School Bridge, Herons Creek (dependent on funding).

Delivery Phase:

o Kindee Bridge, Kindee - Stage 2 complete - scaffold to be removed in October 2020;

o Foxes Bridge, Rollands Plains - complete;

o Flanagans Bridge, Pappinbarra - complete; and

o Tipperary Bridge, Lorne - underway.

Council Service: Roads, Bridges and Transport

Delivery Program Objective: 4.4.3 Develop and implement traffic and road safety programs

· The annual Road Safety Action Plan is being developed and education continues around general road safety

· Installation and maintenance of street lights in accordance with identified priorities is ongoing

Council Service: Strategy

Delivery Program Objective: 4.5.1 Carry out strategic planning to manage population growth and provide for co-ordinated urban development

· Planning for the Port Macquarie Health and Education Precinct had a planning proposal progressing

· The review of the Local Environmental Plan and Development Control Plan provisions to promote appropriate housing choice options has consultants preparing the Local Housing Strategy. Stakeholder engagement undertaken in September 2020. Feedback currently being analysed and will inform the preparation of the Local Housing Strategy

· Fernbank Creek/Sancrox support studies has the Structure Plan progressing

Council Service: Natural Resource Management

Delivery Program Objective: 4.6.1 Develop and implement a range of programs for the environmental management of lands within the local government area

· Strategic Biosecurity (Weed Management) Program to restore and conserve that natural environment is ongoing with actions including:

o 350km of high risk/priority pathways inspected;

o 74 urban properties inspections undertaken;

o 77 high risk site inspection undertaken;

o 456km of roads inspected and treated;

o 108 rural/semi-rural property inspections undertaken; and

o 265ha have been inspected and treated.

· Ongoing education and assistance provided to residents, industry and community groups on Council’s tree management requirements within the Port Macquarie-Hastings 2013 Tree Management Development Control Plan

· Over 362 customer requests for tree management on public and private land have been handled from 1 July 2020 to 30 September 2020 including 26 illegal tree work investigations

· A road strike map identifying Koala Road strike hotspots has been produced in line with the Koala Population Recovery Strategy

· Work commenced to build a Natural Resources asset and maintenance register

· Partridge Creek Acid Sulphate Soils Wetland Management has seen monthly inspections of the weir undertaken

· Implementation of actions from the Ecological Restoration report is ongoing

· Wild deer management is ongoing

· Coastal Vegetation State Environmental Planning Policy mapping audit commenced

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 4.7.1 Promote renewable energy outcomes within Council

· Wauchope, Laurieton and Kendall Pools identified as existing Council facilities that were suitable to install solar energy systems. Works completed in July 2020 and operational

Council Service: Water Supply and Sewerage

Delivery Program Objective: 4.7.1 Promote renewable energy outcomes within Council

· Installation of Solar Panels at Port Macquarie Sewerage Treatment Plant is pending a design review before installation can be undertaken

· Installation of Solar Panels at Wauchope Water Treatment Plant has installation ongoing

Council Service: Water Supply

Delivery Program Objective: 4.8.1 Ensure all Council operations comply with environmental standards and regulations

· Operating and maintaining water treatment plants in accordance with adopted maintenance programs is being undertaken

· Operating the water supply network to ensure public health and safety is being undertaken

· Operating and maintaining storage dams in accordance within the set guidelines is being undertaken

Council Service: Sewerage

Delivery Program Objective: 4.8.1 Ensure all Council operations comply with environmental standards and regulations

· Operating and maintaining sewerage treatment plants in accordance with environmental licences, adopted maintenance programs and safety requirements is being undertaken

· Operating the sewerage network to ensure public health and safety is being undertaken with all defects identified through waste trade inspections undertaken and complaints/requests dealt with in line with service standards

Council Service: Natural Resource Management

Delivery Program Objective: 4.8.2 Increase community awareness and enable access to the natural environment

· Delivering bushfire preparedness and planning programs to the community is being undertaken

Council Service: Natural Resource Management

Delivery Program Objective: 4.8.3 Promote Biodiversity Programs

· Implementation of actions from the Biodiversity Strategy are ongoing

· Support work being provided as part of the Koala Recovery Partnership Program relating to research into koala population abundance/absence

COVID-19 RECOVERY PROJECTS: ADDENDUM TO THE 2020-2021 OPERATIONAL PLAN

2020-2021 Operational Plan - Summary of Performance Measures
2020-2021	Total No.	On target/Achieved	Behind	Overall %
1Q - July – Sept 2020	49	49	0	100%
2Q - Oct – Dec 2020
3Q - Jan – Mar 2021
4Q - Apr – Jun 2021

COVID-19 Recovery Projects adopted by Council were included as an addendum to the 2020-2021 Operational Plan, they are linked to Community Themes and Council Services and progress highlights to date can be seen below.

Community Theme: Leadership and Governance

Council Service: Customer Experience and Communications

Delivery Program Objective: 1.1.5 Develop an effective and coordinated community focused Communications Strategy

· A plan is being developed to communicate to the Community that the 2020-2021 Operational Plan will now include additional allocation of funding and projects to support COVID-19 Recovery

Community Theme: Your Community Life

Council Service: Community

Delivery Program Objective: 2.1.1 Support community safety initiatives

· Planning is underway with Pappinbarra residents and the Rural Fire Service (RFS) to develop and implement a community fire-safety plan

Council Service: Economic and Cultural Development

Delivery Program Objective: 2.3.1 Ensure access to community facilities and activities: including access to natural environment

· Work is scheduled to commence in 2021 on the Public Spaces Interpretation Strategy and Guidelines

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 2.3.2 Provide a range of inclusive sporting and recreational opportunities and facilities to encourage a healthy and active lifestyle

· Installation of a multipurpose court at the Laurieton Sports Complex has project planning commenced

· Installation of a sheltered seat area, picnic table and rubbish bins at Kendall Park will have project planning commence in the second quarter

· Increased seating and shade at Charlie Watt Reserve will have project planning commence in the second quarter

· Creek to Creek Trail development will have project planning commence in the second quarter

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 2.3.3 Develop and implement management of operational and maintenance programs for open space, recreational and community facilities

· Wauchope Rotary Youth Hall external repaint of the western side has works programmed to be completed prior to March 2021

· Stuarts Park building beautification has works programmed to be completed prior to March 2021

· Wauchope Stadium cladding replacement has works programmed to be completed prior to March 2021

· Jubilee Hall external repaint has works programmed to be completed prior to March 2021

Council Service: Recreation, Property and Buildings

Delivery Program Objective: 2.3.4 Plan, investigate, design and construct open spaces, recreational and community facilities

· North Shore fish cleaning table will have project planning commence in the second quarter

· CSU-Googik connection consultancies has programmed this project to be complete by June 2021

· Lake Cathie Foreshore Reserve Master Plan Stage 2 works will have project planning commence in the second quarter

Council Service: Community

Delivery Program Objective: 2.3.6 Support a range of inclusive community activities and programs

· The program for Port Macquarie Hastings (PMH) Cares is underway. Volunteers have completed online training and staff are working on implementing a COVID safe plan

Council Service: Community

Delivery Program Objective: 2.5.1 Support cultural activities within the community

· Artwalk was delivered as a COVID Safe event across the region from 1 - 8 October 2020. It was the Longest Footpath Art Gallery with over 40 satellite events and three artist markets

Community Theme: Your Business and Industry

Council Service: Economic and Cultural Development

Delivery Program Objective 3.1.1: Assist the growth of local business and industry, ensuring this is a central consideration of Council activities

· Tourism product and trade market development Stage 2 project underway, building on Stage 1 industry distribution audit, engagement and training. Includes raising awareness of the destination amongst travel trade, tactical campaigns and ongoing industry engagement

· Additional investment in tourism Public Relations and Marketing has project scoping and audit process underway for the Google Destination Marketing Organisations project and UberMedia. COVID Recovery dashboard development tracking foot traffic within the region has started with a delivery timetable agreed

· Tourism - Visiting Friends and Relatives Program development has project planning commenced

· Website Food and Wine Trail development has project planning commenced with work underway to define a scope. This project will be delivered in conjunction with the Creative and Arts trail development

· Reboot, Refresh, Restart COVID-19 Careers Pop-up has calendar being delivered over October/November 2020 including keynote webinar, pop-up, and a range of collaborative efforts with local service providers. Planning delivery of further initiatives from early 2021

· Grant writing workshops have commenced with a series of business and community workshops scheduled for the New Year

· Arts, Culture and Creative Industries content development and marketing has project planning commenced and work underway to define project scope

· Cultural Industries - Networking and mentoring has planning commenced

· Creative and Arts Trails development has project planning commenced with scoping for project and key deliverables in development

· Program to encourage use of vacant commercial spaces has seen vacant shopfronts activates as part of Artwalk. A project plan is being developed for broader approach across the region

Council Service: Economic and Cultural Development

Delivery Program Objective: 3.2.1 Support vibrant commercial, tourism, recreational and or community hubs across the region

· Towns Gateway entrance signage strategy has project planning to commence in late 2020 early 2021

· Port Macquarie Lumiere night time installation has a detailed project plan and draft request for tender developed

· Tourism and Cultural development project officer recruitment complete

· Renewing the maps ‘Comboyne Plateau’ outside the Udder Cow Café and in Pioneer Park has planning commenced

Council Service: Economic and Cultural Development

Delivery Program Objective: 3.4.3 Encourage innovation that will support our growth as a regional city including smart community technology

· CBD Wi-Fi (Wauchope, Laurieton, expand Port) has project plan being developed

Community Theme: Your Natural and Built Environment

Council Service: Roads, Bridges and Transport

Delivery Program Objective: 4.4.1 Plan, investigate, design and construct transport assets which address pedestrians, cyclist and vehicular needs to cater for the future growth of the region

· Project planning has commenced for the footpaths listed below:

o Footpath (260m) – The Parade: Ocean St to Surf Club car park (NW side);

o Footpath (120m) – Lake Street: Tunis St to Seymour St (W side); missing links;

o Footpath – Comboyne St to Graham St connection at Kendall Services Club;

o Footpath (180m) – Hill Street: Pioneer Park to Main Street (W side);

o Footpath (160m) – Parker Street: Wauchope High School to Bain Street (W side);

o Footpath (200m) – Rushcutter Way: Moondara Tce to Bangalay Dr (SE side);

o Footpath (320m) – Major Innes Road: Braeroy Dr to The Ruins Way (E side); and

o Footpath (35m) – Watonga Street: Connection to Matthew Flinders Dr.

· Construction of new bus shelters (3 or 4) and landing pads has project planning commenced

· Installation of seating beside Anzac Memorial (Comboyne) has project planning scheduled to commence in the second quarter

· Laurieton Main Street Master Plan development has seen an inception meeting with Camden Haven Chamber of Commerce with an Enquiry by Design to be undertaken

· Kendall Bridge - expansion joint rehabilitation has project planning, procurement activities and approvals in progress

· Hay Street resurfacing has detailed planning scheduled to be finalised early 2021

Council Service: Roads, Bridges and Transport

Delivery Program Objective: 4.4.3 Develop and implement traffic and road safety programs

· Signage installation on Pappinbarra Road for speed reduction to help protect wildlife and improve road safety will be undertaken during the 2020-2021 period

· Rural Road Safety Improvements including line marking and signs will be undertaken during the 2020-2021 period

Council Service: Airport

Delivery Program Objective: 4.4.3 Develop and implement traffic and road safety programs

· Installation of Solar at Port Macquarie Airport has project planning commenced

Options

It is a statutory requirement under Integrated Planning and Reporting legislation to report on what has been delivered against the Delivery Program on a six monthly basis.

Community Engagement & Internal Consultation

Internal consultation was undertaken with the:

· Integrated Planning and Reporting Development Officer

· General Manager, Directors, Group Managers and all staff reporting against the annual 2020-2021 Operational Plan

Planning and Policy Implications

This report is aligned with legislative obligations under the Local Government Act and the requirements of the NSW Integrated Planning and Reporting Framework

Financial and Economic Implications

There are no direct financial implications from this report. Quarterly budget review statements (QBRS) align with the reporting period referenced in this report.

Attachments

1. Attachment A - Exception Report against the 2020-2021 Operational Plan as at 30 September 2020

2. Attachment B - 2017-2022 Delivery Program and 2020-2021 Operational Plan progress report as at 30 September 2020

AGENDA Ordinary Council

18/11/2020

Item: 11.02

Subject: Draft Bain Park Master Plan - Community Engagement

Presented by: Development and Environment, Melissa Watkins

Alignment with Delivery Program

2.3.2 Provide a range of inclusive sporting and recreational opportunities and facilities to encourage a healthy and active lifestyle.

RECOMMENDATION

That Council:

1. Note the information in the Community Engagement Report A - Bain Park Master Plan - November 2019.

2. Note the information in the Community Engagement Report B - Bain Park Master Plan - October 2020.

3. Thank the stakeholders who made submissions during the engagement process and advise them of the outcome.

4. Place the Draft Bain Park Master Plan on public exhibition from 19 November to 16 December 2020.

5. Request the General Manager provide a report to the March 2021 Ordinary Council Meeting outlining community feedback provided during the public exhibition period.

Executive Summary

The development of a Master Plan for Bain Park in Wauchope commenced in 2019 with community engagement occurring during September and October 2019. Feedback from these engagement activities was incorporated into the design process and the Draft Bain Park Master Plan (Rev 0) was completed in March 2020. Details and outcomes from this engagement activity were reported in the Community Engagement Report A: Bain Park Master Plan - November 2019 (Attachment 1).

The draft Master Plan (Rev 0) was presented to the 1 July 2020 Council meeting with a view for the Master Plan to be put on public exhibition to obtain broad community feedback. Preceding the Council meeting, some stakeholders raised concerns about the draft Master Plan (Rev 0) not responding to the needs of all user groups, citing a lack of consultation between initial engagement activities and the draft Master Plan (Rev 0) being put up to Council.

Furthermore, in response to feedback received from Wauchope Community Arts Council (WCAC) representatives, an updated draft Master Plan (Rev 1) was completed on 30 June 2020 to consolidate the original four new building options to two. This sought to address concerns that the smaller scale of the new buildings would not accommodate the current functions of the existing Community Arts Hall. This plan was not widely circulated.

At the 1 July 2020 Council meeting, Council resolved not to put the Draft Bain Park Master Plan (Rev 0) on public exhibition, requesting instead that further direct engagement be undertaken with key stakeholders before finalising the draft Master Plan.

Further community engagement with the key stakeholders was then undertaken by staff in August to October 2020 as detailed in the Community Engagement Report B - Bain Park Master Plan (October 2020) (Attachment 2). During this second period of engagement, a broad range of feedback was provided by the key stakeholders which has informed the development of the Draft Bain Park Master Plan (Attachment 3). A series of statements has been included in the Draft Bain Park Master Plan (Attachment 3) to ensure key feedback and Council commitments are understood and noted.

Since March 2020, the Draft Bain Park Master Plan (Rev 0) has been revised three times, with Revision 3 (Attachment 3) being accepted by key stakeholders to progress to the public exhibition stage. The common theme for all was an assurance from Council of ongoing consultation throughout all design stages or milestone decisions.

This report recommends that the Draft Bain Park Master Plan (Attachment 3) be endorsed and placed on public exhibition from 19 November to 16 December 2020 to obtain community feedback on the proposed improvements for this significant community recreational asset.

Discussion

It is widely recognised that Bain Park is a significant open space and recreation asset for the Wauchope CBD area. Over the years, the Wauchope community has been requesting an overhaul of Bain Park. In 2012, in consultation with the community, an ‘All Abilities’ playground was developed and to date it has been well utilised by locals and visitors. Wauchope community groups including Rotary, Lions Club and the District Historical Society, have approached Council to consider the development of infrastructure to support an increase in activation of the space.

On this basis, Council has prioritised development of a Master Plan to outline the community’s vision for this highly valued area. To ensure the plan is aligned with the community’s vision, Council undertook community engagement in September/October 2019 (Stage 1) and further engagement with key stakeholders then took place in August to October 2020 (Stage 2). These two stages combined informed the development of the Draft Bain Park Master Plan (Attachment 3).

The vision for the Bain Park Master Plan (the Master Plan) is to transform the existing space into a dynamic community hub, which provides opportunities for recreation, arts, education and culture. The Master Plan is to accommodate a wide range of future community uses including events, performances, movie screenings, expos, etc. while factoring in adjacent community facilities that have a strong connection to the park and the CBD.

The Master Plan proposes to open up and accentuate the northern entry to the park enhancing kerb appeal through integration of a small plaza and public art installations, formalised landscaping and re-interpretation of the historic Bain Park gates as feature entry signage. The northern entry plaza will also accommodate space for the annual installation of an artificial Christmas tree - which will be a prominent feature visible from the intersection of High Street and Hastings Street during the festive season.

The pedestrian network has been re-defined, incorporating wider plaza spaces at the entries to cater for increased foot traffic, as well as a formal tree lined promenade, which guides users around the site. The promenade path will incorporate plug and play provisions to facilitate markets. The proposed revised pedestrian network would also create a larger multi-use open space to the centre of the park, which can be used for events such as markets, concerts etc.

The Master Plan is designed to improve the distribution of activities in the park, re-locating the playground and bike track to the under-utilised southern section of the site, closer to the school in Avondale Street, and away from busy High Street. The existing stand of large mature eucalypts in the centre of the park is transformed into an informal seating area, with decomposed granite incorporated as a wearing surface and art inspired seating scattered throughout. A number of shelters are distributed around the periphery of the park, in addition to a larger shelter to the north east.

The ‘Bago Mound’ has been enhanced with terraced sandstone blocks for seating and with a small covered stage, providing an outdoor opportunity for arts, education and performance. The Master Plan also proposes three options to upgrade the adjacent community buildings.

It is recommended that the Draft Bain Park Master Plan (Attachment 3) be placed on public exhibition for community feedback. Feedback obtained from the public exhibition will be considered by Council in the finalisation of the Master Plan, with a further report to be provided to the March 2021 Council meeting.

Options

Council has the option to:

1. Accept the recommendations as listed,

2. Determine to amend the recommendations, or

3. Resolve in some other manner.

Community Engagement and Internal Consultation

The Draft Bain Park Master Plan (Attachment 3) has been developed by the Recreation, Property and Buildings team in consultation with Council’s Community, Infrastructure Planning, Environmental Services, Waste Services, Regulatory Services, and Economic Development teams.

Stage 1 Community Engagement

Throughout September and October 2019, staff engaged in a series of comprehensive community engagement activities to develop the Master Plan. Feedback from these engagement activities was incorporated into the design process, and the Draft Bain Park Master Plan (Rev 0) was completed in March 2020. Details and outcomes from the Stage 1 engagement activities are documented in the Community Engagement Report A: Bain Park Master Plan (November 2019) (see Attachment 1).

The intent of the Stage 1 community engagement was to:

· Find out how the community uses the Bain Park space and how they would like to see this space developed into the future;

· Gain feedback from the community about any issues and suggestions for improvement to inform the design of a master plan for Bain Park that reflects the community’s current and future needs.

The engagement timelines for Stage 1 were:

· 27 September 2019 - Have Your Say online community survey launched

· Late September 2019 - Promotion of community engagement activities via emails, phone calls, flyers and poster drops to residential and shop fronts, social and traditional media

· 9 October 2019 - Engagement stall at the Wauchope Neighbourhood Centre’s Family Fun Day at Bain Park

· 14 October 2019 - Pop up community engagement stall in Bain Park

· 16 October 2019 - Pop up community engagement stall in Bain Park

· 19 October 2019 - Community Master Planning Workshop at Wauchope Community Arts Hall

· 23 October 2019 - Meeting with Wauchope Arts Council

· 24 October 2019 - Pop up community engagement stall in Bain Park

· 31 October 2019 - Consultation is closed for feedback

During this period, the community were invited to:

· Provide their feedback directly to Council

· Leave comments and make submissions at the pop-up engagement sessions and workshop

· Mail or email ideas to Council

· Provide online feedback via Council’s Have Your Say website

Stage 2 Community Engagement

Following on from the resolution at the 1 July 2020 Council meeting, staff undertook further direct engagement with the key stakeholder groups (including the Wauchope Lions Club, Rotary Club of Wauchope, Wauchope Community Arts Council, the Wauchope District Historical Society, and interested Councillors) before finalising the Draft Bain Park Master Plan (Attachment 3).

The Stage 2 engagement activities took place from August to October 2020 with details and outcomes documented in the Community Engagement Report B: Bain Park Master Plan (October 2020) (Attachment 2).

The diagram below gives a high level overview of the engagement activities for the two stages and the Master Plan revisions:

The intent of the Stage 2 engagement was to:

· Identify and address key issues facing each targeted stakeholder group;

· Gain feedback on the Draft Bain Park Master Plan (Rev 1) and better understand stakeholder vision and needs; and

· Make relevant changes to the Master Plan with a view to acceptance by key stakeholders to progress to the public exhibition stage.

Engagement was primarily undertaken remotely via Zoom meetings and email or phone communication. The level of engagement included consultation and involvement from the key stakeholder groups identified in the 1 July 2020 Council resolution and augmented by others who had previously participated in the 2019 planning workshop or community groups who had submitted feedback on the project.

Stakeholders comprised representatives of the following:

· Wauchope Community Arts Council (WCAC)

· Wauchope District Historical Society (WDHS)

· Wauchope Rotary (Youth Hall)

· Wauchope Lions Club

· Wauchope Chamber of Commerce and Industry (WCCI)

· Omnicare

· Local residents

· Wauchope RSL Sub-Branch (submitted feedback in letter form)

· Bunyah Land Council (did not provide comment)

· Waterman’s Café (did not provide comment)

· Girl Guides (Rotary Youth Hall user group)

The purpose of the Stage 2 engagement round was to give key stakeholders an opportunity to provide feedback on the Draft Bain Park Master Plan (Rev 1) prior to the plan being put on public exhibition, and to inform potential changes to the draft that further addressed the needs of the community. In addition, this engagement provided an opportunity for the Community Engagement team to reconnect with stakeholders and for the Project Team to present the rationale behind the draft design and discuss where the design did, and did not address the requests and needs of the community.

The engagement timelines for Stage 2 were:

· 4 August 2020 - Wauchope Community Arts Council (WCAC) focus Zoom meeting to discuss Rev 1.

· 11 August 2020 - All key stakeholders’ consultation Zoom meeting to discuss Rev 1.

· 18 August 2020 - Wauchope District Historical Society (WDHS) focus Zoom meeting to discuss Rev 1.

· 19 August 2020 - Wauchope Lions Club focus Zoom meeting to discuss Rev 1.

· 20 August 2020 - Statements of Inclusion developed (Rev 2).

· 16 September 2020 - Draft Master Plan (Rev 2) presented at Councillor Briefing.

· 22 September 2020 - Draft Master Plan updated (Rev 2).

· 24 September 2020 - Stakeholder Zoom meeting - review and acceptance of Master Plan (Rev 2) to proceed to public exhibition (Lions Club; Rotary Club).

· 28 September 2020 - Stakeholder Zoom meeting - review and acceptance of Master Plan (Rev 2) to proceed to public exhibition (WCAC, WDHS, Wauchope Chamber of Commerce and Industry, Avondale Street residents).

· 7 October 2020 - Email - Draft Master Plan shared with Bunyah Land Council (Rev 3). Advised of intention to place the Master Plan (Rev 3) on the agenda for 18 November Council meeting.

· 7 October 2020 - Email - Minor updates to Master Plan, shared with stakeholders (Rev 3). Advised of intention to place the Master Plan (Rev 3) on the agenda for 18 November Council meeting.

· 9 October 2020 - Email - Draft Master Plan shared with Wauchope RSL Sub-Branch (Rev 3). Advised of intention to place the Master Plan (Rev 3) on the agenda for 18 November Council meeting.

Focussed stakeholder meetings centred on each group’s area of concern with elements of the Master Plan and how it would impact or enhance their current and future interaction with Bain Park.

The common theme for all was an assurance from Council of ongoing consultation during the Master Plan stage and detailed design stage. A series of statements have been included in the Draft Bain Park Master Plan (Attachment 3) to ensure key feedback and Council commitments were not lost in meeting minutes.

Detailed feedback from the Stage 2 engagement activities has been recorded in meeting minutes, with a summary of the key stakeholder concerns and outcomes set out below:

1. Wauchope Community Arts Council (WCAC)

Concerns:

· Strong preference to retain the existing Arts Hall either in its current location or relocated closer to the park with upgrades (with little to no down time).

· Any changes, plans or detailed design of the Arts Hall not be undertaken without consultation with WCAC.

· Better integration of Arts Hall with the park.

· Improved public amenities (with adult change table) within the park.

· Current building managers will be future managers and dissolution of section 355 Management Committees

· Better connectivity to Arts Hall and car park from Avondale Street.

Outcomes - Inclusion in Master Plan Rev 2/Rev 3:

· Inclusion of statements in the Master Plan (Rev 2) on key information relating to ongoing consultation, building use, car parking, land parcels, management structure, artwork, public space and options for flexibility in design and staging.

· Variation of options to retain or relocate existing buildings.

· Wauchope Community Arts Council, Wauchope Rotary Club and other existing user groups will be a part of the design process for their respective facilities. No construction/demolition of the Arts Hall or Youth Hall will occur without prior consultation with both parties. This includes negotiating the design options and staging to ensure the current Arts Hall and Youth Hall can continue until the new buildings are completed. If that is not possible, agreement on downtime and interim accommodation will be sought.

2. Wauchope District Historical Society (WDHS)

The WDHS had initially sought space in the Park for the WDHS Church that is currently located on private land. Following an offer by Council to re-home the church to a recently acquired site on Randall Street, the WDHS felt that other input into the Master Plan had not been considered. This was addressed during the focus group meeting, with the following themes raised.

Concerns:

· Retention of Bain Park Gates at High Street entrance.

· Retention of centenary trees and plaques and memorial to volunteers.

· Inclusion of interpretive Aboriginal and European history through artwork and interpretive design.

Outcomes - Inclusion in Master Plan Rev 3:

· Inclusion of opportunities to reference Wauchope’s history, culture and environment. This may be explored through a variety of mediums including use of locally sourced materials, interpretive art / installations / detailing.

· Community consultation will be undertaken on any change to the historic entry gates during the public exhibition stage and prior to the commencement of detailed design.

· Incorporation of the Bain Park Gates at the High Street entry (replica gates and two remaining pillars to be installed at the Avondale Street entry).

· Community consultation will be undertaken on any changes/reinterpretation into the design for the centenarian trees and plaques, and the volunteer memorial (specific consultation with businesses and individuals listed on the sign).

· Council will seek opportunities to incorporate wayfinding signage to direct visitors.

3. Wauchope Rotary (Youth Hall)

Concerns:

· Not opposed to a new building to enable modern facilities and an increase in capacity to accommodate future use and growing population.

· More power and water to temporary stage site.

· New building to be fit for purpose for current user groups (such as Girl Guides and Quilters) with little to no down time.

Outcomes - Inclusion in Master Plan Rev 2/Rev 3:

· The design of the proposed new Wauchope Community Arts Hall (Arts Hall) and Wauchope Rotary Youth Hall (Youth Hall) facilities will be fit for purpose.

· Wauchope Community Arts Council, Wauchope Rotary Club and other existing user groups will be a part of the design process for their respective facilities. No construction/demolition of the Arts Hall or Youth Hall will occur without prior consultation with both parties. This includes negotiating the design options and staging to ensure the current Arts Hall and Youth Hall can continue until the new buildings are completed. If that is not possible agreement on downtime and interim accommodation will be sought.

4. Wauchope Lions Club

Concerns:

· Inclusion of three, complementary sundials (human involvement, plinth, and geographical locating plate) funded by Lions Club.

· Inclusion of timber town heritage and Lions signage to acknowledge long connection with the park.

Outcomes - Inclusion in Master Plan Rev 3:

· Inclusion of a sundial (location to be based on solar study and compatibility with adjacent activities within the master plan).

5. Residents

Concerns:

· Safety, vandalism, BBQ noise and smoke.

Outcomes - Inclusion in Master Plan Rev 3:

· BBQ shelter located away from residential boundary.

· Amenities will be designed using Crime Prevention through Environmental Design (CPTED) principles for materials and passive surveillance.

6. Omnicare

Concerns:

· Intention to install a sensory garden in the open space adjoining the park for clients and also the community, this would also service the nearby school who have some students with disabilities.

· Clarification of ownership of Omnicare building (Crown Land but managed by Council).

Outcomes - Inclusion in Master Plan Rev 3:

· Inclusion of a sensory garden in the space between the Omnicare Building and the playground, that will be installed and maintained by Omnicare and will be fully accessible to the public.

7. Wauchope RSL Sub-Branch

Concerns:

· Inclusion of a small memorial to increase accessibility of the community during commemoration activities due to the location of the current cenotaph, located on High Street. Made by email submission

Outcomes - Inclusion in Master Plan Rev 3:

· Inclusion of a war memorial in the west of the park.

Key Changes to the Master Plan Revisions

Feedback from both stages of the community engagement process has been considered in development of the Draft Bain Park Master Plan (Attachment 3).

The Draft Bain Park Master Plan (Rev 0) has been revised three times, with Revision 3 (Attachment 3) being accepted by key stakeholders to progress to the public exhibition stage.

Key changes from each Master Plan Revision are set out in the Community Engagement Report B: Bain Park Master Plan (October 2020) (Attachment 2), and listed below:

Revision No.	Date	Key Changes to Master Plan Revision
0	18 March 2020	· Community Arts Hall and Rotary Youth Hall replaced by four, multi-use community buildings. · Public toilet block integrated into new buildings. · Bain Park gates relocated to southern entry plaza.
1	30 June 2020	· Four new buildings consolidated into two fit-for-purpose facilities to accommodate current and future functions of the Community Arts Hall and Rotary Youth Hall.
2	22 Sept 2020	· Options for retaining and/or relocating Community Arts Hall and Rotary Youth Hall. · Inclusion of statements relating to ongoing consultation, building use, car parking, land parcels, management structure, artwork, public space and options for flexibility in design and staging. · Inclusion of opportunities to reference Wauchope’s history, culture and environment. · Shelter size increased in north of park. · Sandstone terracing introduced to Bago Mound. · Bain Park gates returned to High Street/northern entry. · Public sensory garden incorporated into grounds of building leased by Omnicare (funded and maintained by Omnicare). · Introduction of sundial at southern entry plaza incorporating volunteer memorial. · War memorial introduced to west of site. · Public toilets relocated to south of park.
3	30 Sept 2020	· Minor updates to inclusion statements · Toilet block returned to (current) existing location.

Stage 3 of the community engagement process proposes to place the Draft Bain Park Master Plan (Attachment 3) on public exhibition from 19 November 2020 to 16 December 2020 to obtain community feedback on the proposed improvements for this significant community recreational asset. This feedback will inform the final plan which is proposed to be presented to the March 2021 Ordinary Council meeting for consideration.

A comprehensive list of key stakeholders has been identified throughout this community engagement project. These key stakeholders and the broader community will be invited to view and make submissions on the Draft Bain Park Master Plan (Attachment 3) via Have Your Say. The public exhibition period will be promoted through a range of engagement activities and driven by the Community Engagement team.

Planning and Policy Implications

The site is Council Managed Crown Land and zoned as RE1 (Public Recreation). A majority of proposed works included in the draft Master Plan will be considered Exempt Development or Development permitted without consent in accordance with State Environmental Planning Policy (Infrastructure) 2007.

The proposed new or modified community facilities buildings will require development approval.

Financial and Economic Implications

Council engaged the services of a quantity surveyor to prepare a budget estimate for the Draft Bain Park Master Plan. The budget estimate for delivery of the Master Plan is $6.6 million, which includes approximately $2 million for landscaping, shelters and furniture, $2.1 million for new community centre, $850,000 for car parking and road upgrades, $530,000 for lighting and irrigation, $700,000 for shaded playground and pump track, and $390,000 for shaded a water play area.

A staging plan has been incorporated into the Draft Bain Park Master Plan (Attachment 3) which breaks the project down into smaller packages. This would facilitate a staged delivery over time as funding becomes available, however funding has not been identified at this time. The suggested stages are as follows:

· Stage 1 - $680,000 for main entrances, interpretive sculptures and promenade path

· Stage 2 - $790,000 for shaded playground, pump track and sculptural seating area

· Stage 3 - $2,950,000 for new buildings, upgrade of old toilets, and upgrade of carparks

· Stage 4 - $720,000 for amphitheatre, covered stage and multi-purpose lawn

· Stage 5 - $390,000 for shaded water play area

· Stage 6 - $540,000 for shelters, perimeter landscaping and outdoor dining area

· Stage 7 - $530,000 for irrigation, lighting and Wi-Fi

The Master Plan offers opportunities for Council to continue its partnership with the Wauchope community to deliver valuable community assets. Recent collaborations with the Rotary Club of Wauchope achieved outcomes such as the Wauchope Dog Off-leash Park and picnic shelters along the Riverside Walk. The community could support Council deliver parts of Bain Park Master Plan through offering its services, materials, labour or through seeking grant funding.

Council have identified the potential use of development contributions to fund part(s) of the project. This will be further investigated and considered as this project advances.

There are also a range of grant programs at both state and federal level that could support implementation of the master plan - refer to below table for examples of relevant grants.

Grant	$ Amount	Council contribution
Everyone Can Play (NSW Government)	$50,000 to $200,000	Match $1 for $1
NSW Infrastructure Grant (Office of Responsible Gambling)	· Arts & Culture: $50,000 to $200,000 available per project · Disaster Readiness & Community Infrastructure: $10,000 to $200,000 available per project · Sport & Recreation: $100,000 to $300,000 available per project	Match $1 for $1
Building Better Regions Fund (BBRF)	Up to $10 million per project	Match $1 for $1
2021/22 Walking and Cycling Program	Each application Cycling $35,000 minimum grant, Walking $20,000 minimum grant.	$0 but contribution viewed favourably
2021 Stronger Country Communities Fund	Bucket of $300 million	Match $1 for $1
Growing Local Economies	Minimum $1 million per project	Minimum contribution of 25%

The proposed upgrades to Bain Park will require an uplift in maintenance to upkeep the new assets. The most significant impact to maintenance is associated with the water play area, which would equate to an additional $60,000 per annum to allow for maintenance and management of the facility. Funding for this additional maintenance will be considered as the project progresses in conjunction with development of a future Operational Plan.

Attachments

1. Community Engagement Report A - Bain Park Master Plan - November 2019

2. Community Engagement Report B - Bain Park Master Plan - October 2020

3 . Draft Bain Park Master Plan - Rev 3

AGENDA Ordinary Council

18/11/2020

Item: 13.04

Subject: Shaping Our Future - A Local Strategic Planning Statement for Port Macquarie-Hastings

Presented by: Development and Environment, Melissa Watkins

Alignment with Delivery Program

1.3.2 Build trust and improve Council's reputation through transparency, good decision making and living Council’s Values.

RECOMMENDATION

That Council:

1. Note the Shaping Our Future 2040 Local Strategic Planning Statement (LSPS) for Port Macquarie-Hastings has now commenced, and will be used to direct the actions that will be needed to achieve Port Macquarie-Hastings Strategic Planning vision:

a) To assess planning proposals within a strategic framework as part of the strategic merit test (as outlined in NSW Department of Planning Industry & environment guidelines for preparing planning proposals and local environmental plans)

b) To inform planning controls in Council’s Local Environment Plan (LEP) and Development Control Plan (DCP);

c) To inform our operational and delivery plans to better align growth and change with community needs and expectations;

d) To identify and inform projects that will shape our future;

e) To identify infrastructure priorities and help us advocate to other levels of government for new infrastructure and services to support growth;

f) To shape projects such as place plans, master plans, and structure plans;

g) To inform sustainable transport planning, and

h) To support funding applications for priorities identified within Shaping Our Future.

2. Endorse the recommendations included in the Submissions Summary and Recommendations Attachment (Attachment 1).

3. Defer making any amendments to the published Shaping Our Future LSPS endorsed in item 2 pending parallel engagement on Think 2050 - A New Community Strategic Plan for Port Macquarie-Hastings and a revised LSPS in April 2021.

Executive Summary

As previously reported to Council in September 2020, all regional Councils in NSW were required to make a Local Strategic Planning Statement (LSPS) by 30 September 2020.

To meet the government deadline, Council considered a report summarising the submissions received in response to public exhibition of the Draft Shaping Our Future 2040 - A Local Strategic Planning Statement for Port Macquarie-Hastings at an Extra-Ordinary Meeting held on 30 September 2020.

The report outlined the significant support expressed in submissions by both the community and relevant State Agencies, and recommended that the exhibited Local Strategic Planning Statement “Shaping Our Future 2040” be endorsed and uploaded to the NSW Planning Portal as required by section 3.9 of the Environmental Planning and Assessment Act, 1979. Council subsequently resolved as follows:

RESOLVED: Intemann/Griffiths

That Council:

1. Note that the Local Strategic Planning Statement (LSPS) for Port Macquarie-Hastings - “Shaping Our Future 2040” together with the Community Strategic Plan - “Towards 2030” set the direction for our community’s environmental, social and economic needs into the future.

2. Note that submissions received during the exhibition period commend Council on the preparation of the first Local Strategic Planning Statement for Port Macquarie-Hastings. The majority of submissions are strongly supportive of the strategic intent of the Local Strategic Planning Statement and the content, including the vision, strategic planning principles, themes and planning priorities.

3. Adopt “Shaping Our Future 2040” - Council’s Local Strategic Planning Statement as exhibited to meet the NSW Government’s timeline for completion of regional Local Strategic Planning Statements by 30 September 2020.

4. Note that “Shaping Our Future 2040” will be uploaded and published on the NSW Planning Portal following the meeting and as required by section 3.9 of the Environmental Planning and Assessment Act, 1979 (NSW).

5. Request the Acting General Manager present a further report to the November 2020 Ordinary Council meeting, following full due consideration of submissions received during the exhibition period including any revision to the Local Strategic Planning Statement.

CARRIED: 7/0

FOR: Alley, Dixon, Griffiths, Hawkins, Intemann, Pinson and Turner

AGAINST: Nil

Council’s Shaping our Future 2040 LSPS was uploaded to the NSW Government Planning Portal on 30 September 2020 and is has commenced.

This report responds to Item 5 of Council’s resolution and recommends that amendments to the published LSPS be deferred for public exhibition in conjunction with the draft Think 2050 - A New Community Strategic Plan for Port Macquarie-Hastings in April 2021.

Discussion

The Shaping our Future 2040

Shaping Our Future 2040 is the core strategic land-use planning document for the Port Macquarie-Hastings Local Government Area (LGA). It bridges the space between the Community Strategic Plan and the local planning framework, and it outlines the vision for land-use planning in our local area over the next 20 years and sets the direction for our communities environmental, social and economic land-use needs.

The role of Shaping Our Future 2040 is to:

Ø Set the 20-year land-use vision for the Port Macquarie-Hastings region

Ø Identify the special characteristics that contribute to local identity and make our area special

Ø Recognise our shared community values and how they will be maintained or enhanced

Ø Direct how we manage future change

Ø Identify and give effect to relevant directions located within the North Coast Regional Plan

Ø Identify gaps of knowledge where further strategic planning work is needed

Ø Link Council’s strategies and plans to the implementation of the NSW Government’s Strategic Plans

Ø Shape planning controls to facilitate future planning directions

Shaping Our Future is used to direct the actions that will be required to achieve a strategic planning vision for our LGA.

Extraordinary Council Meeting 30 September 2020 - Draft Local Strategic Planning Statement

As a result of Council’s resolution at the meeting on 30 September 2020:

Ø The “Shaping Our Future 2040” as exhibited was uploaded to the NSW Planning Portal on 30 September 2020 with no change.

Ø The statement commenced on the day of publication on the Portal - 30 September 2020.

Following the Council meeting on 30 September, staff:

· Commenced work on a detailed review of submissions to determine proposed amendments to the adopted and uploaded Shaping Our Future 2040 in parallel with preparation of a marked-up version of Shaping Our Future 2040 for Council’s full consideration as required by item 5 of Council’s resolution at the September Extra-Ordinary Meeting.

· Sought urgent advice from the Northern Regions Office of the Department of Planning to determine the process for amending a Local Strategic Planning Statement once published.

Post publication amendments and State Government Advice

As outlined above, following Council’s resolution of 30 September 2020, and adoption and publication of the LSPS on the Government Planning Portal, staff sought urgent advice from the Department Planning Industry & Environment (DPIE) - Northern Region (Grafton Office) regarding the process for amending a Local Strategic Planning Statement after it has been published.

On 4 November 2020, the following advice was received from the Northern Region Office:

“…that the Act does at present require Council to exhibit a draft LSPS before it can adopt another / new version of the LSPS.

The Department is currently exploring options…, but at present we would recommend a new LSPS not be presented to Council in November while we finalise our investigations.”

Pending further advice from the Department on the process for amending a LSPS, this report proposes no change to the published LSPS at this time.

All post publication amendments arising from submissions to the LSPS are proposed to be deferred pending advice from the Department, and a re-exhibition process to ensure consistency with Council’s Community Participation Policy.

Public Exhibition and Consultation with Public Authorities and Agencies

The LSPS was exhibited for a period of 28 days in line with Council’s Public Participation Policy and legislative requirements for Local Strategic Planning Statements from 24 August to 24 September 2020.

A total of fifty-two (52) submissions were received. A copy of all of the submissions has been provided to Councillors separately. Full consideration of the matters raised in the submissions are addressed in the detailed Submissions Summary Attachment (Attachment 1) and discussed in the body of this report.

During the exhibition period the following Government agencies provided advice and agency specific recommendations for achieving alignment of the LSPS with state policy:

- Biodiversity and Conservation Division;

- NSW Planning, Industry and Environment, Crown Lands;

- NSW Department of Primary Industries, Agricultural Land Use Planning;

- NSW Department of Primary Industries, DPI Fisheries;

- NSW Planning, Industry and Environment, Local and Regional Planning;

- NSW Planning, Industry and Environment, Public Spaces;

- NSW Planning, Industry and Environment, Resilience Planning, Green and Resilient Places;

- NSW Planning, Industry and Environment, Environment Energy and Science;

- NSW Premier and Cabinet, Heritage NSW;

- Mid North Coast Local Health District

- NSW Health, Cancer Institute NSW;

- School Infrastructure for NSW; and

Organisations contributing to development of the LSPS included:

- Arts Mid North Coast

- Cancer Council Shade Working Group

- Hasting Bird Watchers

- Shelter NSW

A number of submissions from land development Consultants, on behalf of owners of land outside of Council’s designated Urban Growth Area (UGA) boundary, also made requests to rezone land at various locations. Requests to rezone land however are outside of the scope of the LSPS.

A number of local land development consultancies also provided commentary and advice on the LSPS, and twenty-three (23) public submissions were received.

Strong support and a number of common themes emerged from the feedback received:

· Support for the strategic direction and intent of the LSPS.

· Support for the Strategic Planning Vision, Planning Principles, Themes and Priorities.

· Government Agency agreement to the alignment shown with state policy and public appreciation of the focus areas within each theme.

· Public perception that Council is listening to community feedback and responding to what the community wants for the LGA.

Key concerns raised in submissions relate to:

· Action on Climate Change.

· Concern in relation to Environmental Management

· Future sustainability and resilience

· Projected population growth, and how to reconcile growth with protecting our environment.

· Local Koala populations - strong concern for the koala and koala habitat, development pressures on habitat, the impact on the local population following recent environmental disasters, the need to protect habitat, and calls for Council advocacy to the State government regarding logging of koala habitat.

· Infrastructure delivery, and funding.

· The Koala Recovery Strategy, Biodiversity Strategy and concerns regarding Council’s failure to adopt the Draft Macquarie-Hastings Coastal Koala Plan of Management.

Other issues raised in the submissions relate to the adequacy of road infrastructure and funding of major infrastructure; the genuineness of the change in strategic direction signalled in the LSPS; culture and arts; engagement not being specific to the development industry or the Economic Development Steering Committee; and the lower order placement of ‘Our Economy’ theme in the LSPS. The order of the themes has been based on Department of Planning Industry and Environment advice that Our Environment appears at the top of the order. To align with the North Coast Regional Plan Our Economy theme could be brought forward behind Our Environment.

As a result of the public exhibition and consultation with public authorities, non-substantiative amendments are proposed to the published LSPS to strengthen and improve content around some of the issues raised where appropriate, and achieve alignment with Government agency recommendations.

It should be noted that amendments to the published LSPS are not proposed be made now. Instead, this report proposes to defer post publication amendments to the LSPS in line with Submissions Summary Attachment (Attachment 1) to this report pending advice from the NSW Government, and a revised review process in 2021 to combine it with community engagement on a new Community Strategic Plan. Refer to further discussion in the ‘Post Publication Amendments and engagement on a new Community Strategic Plan’ section of the report below.

Key issues

Climate Change, Sustainability and Resilience

The LSPS acknowledges that science tells us that Australia’s climate is changing. Increasing temperatures, changes in rainfall patterns and more frequent and intense weather events will pose risks to people, infrastructure, our environment and our economy. Consequently, climate change will continue to be a driver of change that Port Macquarie-Hastings Council will be required to manage and respond to.

The approach taken in the LSPS in dealing with climate change is based on mitigating the future impacts of climate change by reducing out emissions. Climate change adaptation is the process of planning, preparing and making adjustments with the LGA now, to ensure that we can survive and thrive no matter how the climate changes.

Council has identified the need to develop a range of strategies and plans to mitigate the effects of, and adapt to the potential impacts of, climate change, with a key focus on improving the resilience of both infrastructure and people to such impacts. Central to these documents will be our Sustainability and Climate Change Strategy (yet to be developed) which will identify key directions for how we will live sustainably in our natural and built environment into the future. The strategy will also outline a clear response to climate change and the delivery of resilient green and grey infrastructure (refer also to Planning Priority 17 of the LSPS).

Once the Sustainability and Climate Change Strategy is finalised and adopted, the priority actions will be reflected in future updates to Shaping Our Future.

Government Authorities and agencies have been highly supportive of the approach taken by Council in dealing with a changing climate, making non-substantiative suggestions to improve and strengthen the content of the LSPS.

Amendments and suggestions will be incorporated into the LSPS when revised (as detailed below under Post publication amendments and engagement for a new Community Strategic Plan).

Managing Growth / Population Growth

Planning for future population growth is a key theme of the LSPS. It acknowledges that growth is inevitable and desirable, but not at the expense of community character, liveability, and wellbeing.

The LSPS considers the need to account for different contexts and acknowledges that the impacts on character and public expectations for the expansion of one of our rural villages for example, will be different to the expansion of the centre of Port Macquarie.

With Port Macquarie-Hastings population forecast to grow over the next 20 years, some Port Macquarie-Hastings residents are concerned that new development may impact on the local character of their neighbourhoods. Preserving character does not mean that new development cannot occur. Instead it means that the character of these places is respected and reflected in the development through good urban design.

Planning Priority 6 proposes a place based approach based on a hierarchy of places to guide Council in achieving Port Macquarie-Hastings vision. Planning documents will be aligned with each level of the hierarchy (from the heart of Port Macquarie to urban villages, small towns, and coastal and hinterland villages).

Planning Priority 7 looks to provide for a diversity of housing in the right locations, and affordable housing options. While Planning Priority 8 seeks to create vibrant places and spaces that inspire social interaction and support community wellbeing.

The NSW Public Spaces Branch has provided Council with detailed suggestions for improving and strengthening the LSPS to increase community wellbeing and liveability. This report recommends incorporating all suggestions from the Branch in the LSPS when revised (as detailed below under Post publication amendments and engagement for a new Community Strategic Plan).

Environmental Management

The strategic planning vision adopted in the LSPS recognises our unique environment and its significant contribution to our future prosperity, resilience and wellbeing.

‘Our Environment’ is the first of the themes identified in the Statement. The forefront position highlights the importance of the environment to Port Macquarie-Hastings and the planning priorities and actions that will protect and enhance the health of our environment over the next 20 years. The prominence and priority order attributed to Our Environment Theme is supported by the Department of Planning Industry and Environment, Northern Regions, and aligned with the North Coast Regional Plan 2036 - Goal 1: The most stunning environment in NSW.

The focus is:

Our Biodiversity,

Our Response to Growth,

Our Response to Environmental Change and Natural Hazards,

Our Waterways, and Our Scarce Resources.

Submissions from Government agencies were highly complementary of council’s approach and included suggestions for strengthening and improving the document. This report recommends all agency suggestions are incorporated into the LSPS when revised LSPS as detailed below under Post publication amendments and engagement for a new Community Strategic Plan

Koala Habitat, Biodiversity Strategy and Koala Recovery Strategy

Many submissions were highly critical of Council’s perceived failure to act on the Biodiversity Strategy, and Coastal Koala Plan of Management and Koala Recovery Strategy.

The draft Coastal Koala Plan of Management (C-KPoM) for Port Macquarie-Hastings was considered by Council at the 19 September 2018 Ordinary Council meeting.

Staff review and a number of submissions received at the time raised concerns as to the status of the draft C-KPoM and the methodology used to determine core koala habitat.

In response to those concerns a further review resulting in a revised C-KPoM which included an adjustment to the core koala habitat mapping to provide for better protection of koalas and their habitat.

Parallel to this, a new SEPP (Koala Habitat Protection) came into force. The change in State legislation resulted in a further review the draft Port Macquarie-Hastings Coastal Koala Plan of Management (C-KPoM) to understand its relationship with the new SEPP and Guidelines.

The outcome of the review was to put the draft C-KPoM on hold until the finalisation of legislation (including local Land Services legislation) is completed and a comprehensive review of the Port Macquarie-Hastings Koala Strategy can be undertaken. The review of Council’s Koala Recovery Strategy is anticipated to be completed by June 2021.

In addition to reviewing Council’s Koala Recovery Strategy by June 2021, Council is working on:

· Partnering with the Kempsey and Bellingen Councils, DPIE and the Koala Hospital to undertake research projects that identify where koalas are present and what habitat they use to better inform planning decisions.

· Working with local schools in Port Macquarie to install stiles that allow koalas to both enter and exit the school grounds to better access safety and food.

· Reducing road strike by removing vegetation on both the road shoulder and the medium strip which allows drivers better sight lines.

· Increased engagement with our community through social media, school competitions and new signage.

· Ensuring conditions established in Koala Plans of Management are being adhered to through an auditing program.

· Investigating where road strike hot spots exist and how to reduce this prevalence.

· Routinely reviewing development proposals for their impact on koalas and their habitat.

The outcomes of the review will be incorporated into revisions to the LSPS when revised as detailed below under Post publication amendments and engagement for a new Community Strategic Plan. It is anticipated that the timing of the Koala Recovery Strategy work will align with the revisions to the LSPS, and finalisation of Think 2050 a new Community Strategic Plan for Port Macquarie-Hastings.

Post publication amendments and engagement for a new Community Strategic Plan

Following an accelerated LSPS preparation process, community engagement and summary review of submissions received in September to meet the Government deadline of 30 September 2020, Council is now in a position where it is unable to implement amendments arising from full consideration of submissions detailed in this report and summary attachment, pending department advice and a new 28 public exhibition period.

In view of this, and public exhibition exclusion timeframes over the holiday season, this report recommends that Council endorse a process to align community engagement and public exhibition of revisions to the LSPS in line with community engagement for Council’s new Community Strategic Plan (CSP) “Think 2050”, currently underway and due to be publicly exhibited starting March-

April 2021.

Community Engagement and Internal Consultation

In accordance with the requirements of the Environmental Planning and Assessment Act, 1979 and Community Participation Plan 2019, the Draft Shaping Our Future 2040 was placed on public exhibition for 28 days (24 August to 24 September 2020).

The public exhibition included notification in the local press, notification to Public Authorities and Agencies, notification on Council’s website and online Have Your Say platform. An online survey was also available for the duration of the engagement period. Written notification to landowners did not occur due to the LGA-wide nature of the LSPS.

In addition, two web-based/online community information and feedback sessions were held consistent with COVID-19 restrictions on public gatherings.

As a result of engagement with our community and public Authorities, a total of fifty-two (52) submissions were received. The key issues identified in the submissions have been considered in the ‘Discussion’ section of this report.

A summary of the submissions and a planning response to the issues raised is included at Attachment 1 to the report.

Internal consultation in relation to the submissions received in response to the public exhibition and consultation with public authorities has occurred with managers and staff of Council’s Infrastructure Planning, Natural Resources, and Contributions Planning teams.

Post-exhibition Amendments

Having considered the submissions in response to the public exhibition and consultation with public authorities, over 250 variations to the exhibited and published LSPS are proposed to strengthen and improve the content in alignment with state agency requirements. A number of other suggestions raised by organisations and the pubic are also proposed. The amendments are considered non-substantiative, and will not change the strategic direction and intent of the exhibited Shaping Our Future 2040.

A copy of the revised LSPS and a marked up version of the published Shaping Our Future 2040 is not provided with this report due to the number of variations to be incorporated, reviewed and worked through with the publishing. It is proposed that the revisions to the LSPS and a marked-up version of Shaping Our Future 2040 (as published on the NSW Planning Portal) will be presented to Council in December for noting and reference only.

Following the proposed parallel engagement in April 2021 for a new Community Strategic Plan and the Shaping Our Future 2040 LSPS, the amendments recommended in this report, and those arising from the combined engagement process will be presented to the earliest practical meeting of Council after completion of a mandatory exhibition period.

Options

The LSPS Shaping Our Future 2040 has now commenced.

It is, is in alignment with both the North Coast Regional Plan 2036, State agency recommendations and guidelines and community representations. Council can:

1. Note the commencement of LSPS Shaping Our Future 2040 from 30 September 2020, and accept the recommendations of this report to incorporate amendments arising from agency and public engagement on the LSPS with Council’s engagement on Think 2050 - a new Community Strategy Plan (Community Strategic Plan) in April 2021 or;

2. Reject the recommendations provided in this report.

This report recommends that Council undertake Option 1.

Planning and Policy

The LSPS is a legislative requirement under Section 3.9 of the Environmental Planning and Assessment Act, 1979.

Shaping Our Future 2040 commenced on publication on the NSW Planning Portal, and now has legislative recognition.

It will be used to guide Council decision making across all functions. It translates strategic planning work into local priorities and actions that inform the review and development of future strategic plans at both the local and the regional level.

The LSPS also identifies the basis on which Council will monitor and report on the implementation of strategic planning priorities and actions. A comprehensive review of Council’s key strategies will be required to ensure any changes in strategic direction, priorities and/or actions are incorporated.

The LSPS identifies important actions that will identify Council’s commitments to the community over the short, medium and long term. Each of these actions will need to be appropriately prioritised, funded and incorporated into Council’s future work programs.

Financial and Economic Implications

Following publication of Shaping Our Future 2040 on 30 September 2020, the NSW Government announced that Port Macquarie-Hastings Council’s application for funding under the NSW Public Spaces Legacy Program has been successful in its submission for eligibility to apply for up to $3 million.

Council is now required to enter into a Participation Agreement with the NSW Department of Planning Industry and Environment. The Agreement outlines the performance targets that were nominated by Council in its submission. Subject to achieving these targets during the monitoring period, Council will be invited to apply for up to $3 million project funding in accordance with the Program Guidelines, in early 2021.

Final grant of the funding is subject to meeting accelerated approval timeframes in the period from 1 September 2020 to 1 July 2021.

Attachments

1. Submisson Summary and Recommendation Schedule

date of meeting:		Wednesday 18 November 2020
location:		Via Skype
time:		5.30pm

Donation to Go Red for Dyslexia MNC	$165.00
Sponsorship of Tree - Light It Up Camden Haven 2020	$100.00

	$265.00

General Fund	132,924,099
Waste Fund	18,353,989
Water Fund	114,054,888
Sewer Fund	51,274,131
Sanctuary Springs Fund	44,525
Broadwater	1,386,647
	318,038,279

Financial institutions funding fossil fuels	Purchases since 01/07/20 ($)	Purchases since 01/07/20 (%)	Amount invested at 31/10/20 ($)	Amount invested at 31/10/20 (%)
Yes	20,000,000	52.6%	182,038,279	57.2%
No	18,000,000	47.4%	136,000,000	42.8%
	38,000,000		318,038,279

Original Budget as at 1 July 2020	Shortfall	($676,730)
Plus adjustments:
July Review	Balanced	$0
August Review	Surplus	$151,102
September Review	Surplus	$63,165
October Review	Balanced	$0
Forecast Budget Position for 30 June 2021	Shortfall	($462,463)

4.1 A pecuniary interest is an interest that you have in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to you or a person referred to in clause 4.3.

4.2 You will 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 you might make in relation to the matter, or if the interest is of a kind specified in clause 4.6.

4.3 For the purposes of this Part, you will have a pecuniary interest in a matter if the pecuniary interest is:

4.4 For the purposes of clause 4.3:

4.5 You will not have a pecuniary interest in relation to a person referred to in subclauses 4.3(b) or (c)

5.2 A non-pecuniary conflict of interest exists where a reasonable and informed person would perceive that you could be influenced by a private interest when carrying out your official functions in relation to a matter.

5.3 The personal or political views of a council official do not constitute a private interest for the purposes of clause 5.2.

5.5 When considering whether or not you have a non-pecuniary conflict of interest in a matter you are dealing with, it is always important to think about how others would view your situation.

Managing non-pecuniary conflicts of interest

5.7 If a disclosure is made at a council or committee meeting, both the disclosure and the nature of the interest must be recorded in the minutes on each occasion on which the non-pecuniary conflict of interest arises. This disclosure constitutes disclosure in writing for the purposes of clause 5.6.

5.8 How you manage a non-pecuniary conflict of interest will depend on whether or not it is significant.

5.9 As a general rule, a non-pecuniary conflict of interest will be significant where it does not involve a pecuniary interest for the purposes of clause 4.1, but it involves:

5.10 Significant non-pecuniary conflicts of interest must be managed in one of two ways:

5.13 Despite clause 5.10(b), a councillor who has a significant non-pecuniary conflict of interest in a matter, may participate in a decision to delegate consideration of the matter in question to another body or person.

Description	Notes	Funding Source	Amount
Grants	1	Grants	$339,503
Reserve Movements	2	Reserve	$1,824,710
Movement between Projects	3	Revenue	$126,750
Budget Variance Requests	4	Reserve	$608,164
Total			$2,899,127

Council Project	Grant Provider	Grant Funding	Other Funding*	Comment
Fire & Flood Damage, Doyles River Rd & Oxley Hwy	Transport for NSW	$157,520	$0	Council received final flood response funding from Transport for NSW
Road Safety Officer Projects	Roads & Maritime Services	$10,000	$0	Council will receive grant funding from the RMS for Road Safety Officer projects
Better Waste Recycling Fund	Environmental Protection Authority	$111,983	$0	Council has received funding from the EPA for the Better Waste Recycling Fund
Upgrade of Driver Reviver Sites	Roads & Maritime Services	$20,000	$0	Council has received grant funding from the RMS to upgrade driver reviver sites
Lorne Road Upgrade	Dept of Infrastructure, Transport & Regional Development	$40,000	$0	Adjustment to grant funding for early works on the Lorne Rd upgrade
Total Grant Funding		$339,503	$0

Transfer to	Transfer From	Amount	Comments
Reserve	Election Costs	$740,000	Funding required in 21/22 financial year
Water - User Charges	Reserve	$1,000,000	Reduction in forecast usage charges based on current data
Reserve	Waste Education - Contributions	$84,710	Increase in Waste Education contribution from JR Richards
Reserve Movements		$1,824,710

Project Name	Funding Source	Amount	Comments
Port Macquarie SPS#13 Catchment Reline	Reserve	$275,000	Budget variance for the Port Macquarie SPS#13 Catchment Reline
Thompson’s Creek Bridge	Reserve	$333,164	Budget variance for the replacement of Thompson’s Creek Bridge
Total Approved Budget Variations		$608,164

Application	Property	Extent of Variation
DA2020 - 224.1	21 Gore Street, Port Macquarie	9.6% Height 3.42% FSR
DA2020 - 328.1	92 Settlement Point Road, Port Macquarie	3.8% Height
DA2020 - 480.1	90 Settlement Point Road, Port Macquarie	7.4% Height
DA2020 - 599.1	43 Yaluma Drive, Port Macquarie	5.79% Height
DA2020 - 544.1	30 Grandview Parade, Port Macquarie	3.5% Height
DA2020 - 409.1	35 Lighthouse Road, Port Macquarie	8.55% Height