Agenda of Ordinary Council - Thursday, 20 February 2025

UNCONFIRMED MINUTES

Ordinary Council Meeting

12/12/2024

PRESENT

Members:

Mayor Adam Roberts

Councillor Lauren Edwards

Councillor Mark Hornshaw
Councillor Lisa Intemann
Councillor Chris Kirkman
Councillor Nik Lipovac
Councillor Rachel Sheppard
Councillor Hamish Tubman

Other Attendees:

Chief Executive Officer (Dr Clare Allen)

Director Business and Performance (Keith Hentschke)

Director Community, Planning and Environment (Melissa Watkins)

Director Community Infrastructure (Robert Fish)

Group Manager Governance (Michael Ferguson)

Legal Counsel (Anthea Gilmore)

Governance Officer (Tania Ellis)

The meeting opened at 10.00am

01 ACKNOWLEDGEMENT OF COUNTRY

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

02 REMOTE ATTENDANCE AT MEETING

Nil

03 LOCAL GOVERNMENT PRAYER

Pastor David Pym from the Port Macquarie Baptist Church delivered the Local Government Prayer.

04 APOLOGIES

RESOLVED: Roberts/Edwards

That the apology received from Councillor Danielle Maltman be accepted.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

05 CONFIRMATION OF MINUTES

RESOLVED: Intemann / Lipovac

That the Minutes of the Ordinary Council Meeting held on 14 November 2024 be confirmed.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

06 DISCLOSURES OF INTEREST

Councillor Lipovac declared a Non-Pecuniary - Less than Significant interest in Item 11.03 Friends of Camden Head Lookout Volunteer Group. The reason being that Jon Bailey who is listed as one of the volunteers seeking endorsement, ran on Councillor Lipovac’s Group Ticket at the Local Government Election September 2024. Councillor Lipovac intends to remain in the meeting, participate and vote in the matter as this perceived conflict will not influence his decision making in the matter.

Director Fish declared a Pecuniary, Significant interest in Item 13.04 Hastings River Flood Study. The reason being is that Director Fish owns a property within the flood Planning area, and flood modelling impacts on the property may vary pending the outcome of the exhibition and adoption of the study. Director Fish intends to leave the meeting, be out of sight and take no part in consideration of this item.

07 MAYORAL MINUTES

Nil

08 CONFIDENTIAL CORRESPONDENCE TO ORDINARY COUNCIL MEETING

Nil

09 ITEMS TO BE DEALT WITH BY EXCEPTION

RESOLVED: Lipovac/Sheppard

That Items 10.01, 10.07, 11.01, 11.05, 13.06, 13.08, 13.09, 13.10, 13.11, 13.13, 13.14 and 13.15 be considered as a block resolution.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

RESOLVED: Intemann/Edwards

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

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

10.01 Mayoral Discretionary Fund Allocations - 31 October to 27 November 2024

RESOLVED: Intemann/Edwards

That Council note that there were no allocations made from the Mayoral Discretionary Fund for the period 31 October to 27 November 2024 inclusive.

10.07 Investments and Loans - November 2024

RESOLVED: Intemann/Edwards

That Council note the Investment and Loans Report for November 2024.

11.01 Recommended Items from the November 2024 Meeting of the Port Macquarie-Hastings Sporting Fund

RESOLVED: Intemann/Edwards

That Council endorse the Port Macquarie-Hastings Sporting Fund Sub-Committee recommendation for payment of $1000 to James Constable to attend various athletic championships across Australia.

11.05 Draft Places to Play Plans

RESOLVED: Intemann/Edwards

That Council:

1. Place the next chapters of the draft Places to Play Plans, namely the:

· Skate Spaces Plan

· Outdoor Fitness Equipment Plan

· Outdoor Courts Plan

· Off-leash Areas and Designated Dog Parks Plan

on public exhibition for a period of not less than 42 days.

2. Note that a further report will be tabled at a future meeting of Council, detailing the submissions received from the public during the exhibition period.

13.06 Update on Site Specific Planning Proposal Requests Bi-Annual Report

RESOLVED: Intemann/Edwards

That Council:

1. Note the status of site specific Planning Proposal requests detailed in this report; and

2. Receive a further update report in June 2025 regarding the progress of site specific Planning Proposal requests.

13.08 Land Acquisition - King Creek Road, King Creek

RESOLVED: Intemann/Edwards

That Council:

1. Proceed with the compulsory acquisition of a Crown Land lot in King Creek, more particularly described as Lot 1 DP 1311519, for the purpose of public road in accordance with the requirements of the Land Acquisition (Just Terms Compensation) Act 1991.

2. Make an application to the Minister of Local Government and the Governor for approval to acquire Lot 1 DP 1311519, by compulsory process under section 177(2)(b) of the Roads Act 1993.

3. Pay compensation in the amount of $2,500 (no GST payable) to the Department of Crown Lands for the acquisition of the land.

13.09 Land Acquisition - Bril Bril-Belangry Road Rollands Plains

RESOLVED: Intemann/Edwards

That Council:

1. Pay compensation in the amount of $2,000 (ex GST ) to the owner of Lot 77 DP 754406, PD McLaren, 511 Bril Bril-Bellangry Road Rollands Plains, for an acquisition more particularly described in the plan of acquisition as Lot 2 DP 1311134.

2. Pursuant to Section 59 of the Land Acquisition (Just Terms Compensation) Act 1991, pay the landowner’s property and conveyancing costs.

3. Pursuant to Section 10 of the Roads Act 1993, dedicate Lot 2 DP 1311134 as public road.

13.10 Road Closure - Lorne Road Comboyne

RESOLVED: Intemann/Edwards

That Council:

1. Pursuant to Section 38D of the Roads Act 1993 publish a Notice in the NSW Government Gazette to close that part of Lorne Road described as Lot 12 Deposited Plan 1305509.

2. Upon closure vest Lot 12 Deposited Plan 1305509 in Council as operational land.

3. Transfer Lot 12 Deposited Plan 1305509 to Philip Borham.

4. Pay the legal costs incurred by Philip Borham attributable to the land transfer.

13.11 Annual Drinking Water and Recycled Water Reports 2023-2024

RESOLVED: Intemann/Edwards

That Council note the information contained within this report regarding the quality performance of drinking and recycled water supplied to the community for the reporting period 1 July 2023 to 30 June 2024.

13.13 Policy Review - Roads Policy Suite - Post Public Exhibition

RESOLVED: Intemann/Edwards

That Council:

1. Adopt the draft Road Policy Suite which includes the Road Reserve and Public Roads Management Policy, Sealed Roads Policy, Roadside Vegetation Management Policy, and Bridge and Culverts Policy.

2. Rescind the following existing policies:

· Road Reserve Management Policy 2022

· Roadside Vegetation Management Policy 2021

13.14 Policy Review - Transport and Drainage Policy Suite - Pre Public Exhibition

RESOLVED: Intemann/Edwards

That Council:

1. Place on public exhibition the following draft policies for a period of not less than 28 days.

· Electric Vehicle Road Management and Infrastructure Policy

· Public Transport Infrastructure Policy

· Stormwater Overland Flow Policy

· Kerbside Use and Parking Management Policy

· Active Transport Crossing, Paths, and Walkways in Public Road Reserve Policy

2. Note that a further report will be provided by the March 2025 Ordinary Council meeting detailing the submissions received from the public during the exhibition period.

13.15 Policy Review - Liquid Trade Waste Policy

RESOLVED: Intemann/Edwards

That Council:

1. Publicly exhibit the draft Liquid Trade Waste Policy for a period of not less than 28 days.

2. Note that a further report will be tabled at the March 2025 meeting of Council, detailing the submissions received from the public during the exhibition period.

10.02 Status of Reports From Council Resolutions

RESOLVED: Edwards/Intemann

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

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

10.03 Disclosure of Interest Return - Designated Persons

RESOLVED: Roberts/Intemann

That Council note the Disclosure of Interest return for the following position.

1. Elected Member - Councillor

2. Major Project Manager - Community Utilities

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

The Chairperson tabled the disclosures of interest return of the Designated Persons listed above.

10.04 Notice of Motion - Correspondence From Town of Port Headland Council

RESOLVED: Hornshaw/Intemann

That Council:

1. Note the correspondence from the Town of Port Headland Council as attached.

2. Respond to the Town of Port Headland Council thanking them for their correspondence.

3. Note that matters relating to the regulation of vaccines are not the responsibility of Local Government and fall within the responsibilities of Federal health authorities, such as the Therapeutic Goods Administration (TGA).

AMENDMENT

MOVED: Hornshaw/Intemann

That Council:

1. Note the correspondence from the Town of Port Headland Council as attached.

2. Respond to the Town of Port Headland Council thanking them for their correspondence.

4. Note that Councillors are also elected to represent their community generally.

5. Note the interest in the Gallery in calling for a thoroughgoing Royal Commission into DNA contamination in the synthetic gene injections (mRNA Covid-19 vaccines) and its capacity to harm.

equal: 4/4

For: Hornshaw, Intemann, Kirkman and Roberts

Against: Edwards, Lipovac, Sheppard and Tubman

LOST

THE AMENDMENT ON BEING PUT WAS LOST

THE MOTION ON BEING PUT WAS CARRIED

RESOLVED: Hornshaw/Intemann

That Council:

1. Note the correspondence from the Town of Port Headland Council as attached.

2. Respond to the Town of Port Headland Council thanking them for their correspondence.

carried: 6/2

For: Edwards, Hornshaw, Intemann, Kirkman, Roberts and Tubman

Against: Lipovac and Sheppard

10.05 Notice of Motion - Quadruple Bottom Line Obligations

RESOLVED: Sheppard/Intemann

That Council:

1. Request the Chief Executive Officer provide a report to the February 2025 Ordinary meeting of Council that details proposed plans to progress embedding structured and data driven consideration of Quadruple Bottom Line (QBL) into Council decision making, including but not limited to:

(a) Inclusion of QBL implications/considerations in all Council reports as a standard item for consideration

(b) The Integrated Planning and Reporting (IP&R) framework and suite of documents and QBL outcomes being reported on in Council’s Annual Report

2. Request the Chief Executive Officer to facilitate a Councillor Workshop in March 2025 regarding item 1 above and the implications for delivery of Council’s 2025-2026 IP&R suite of documents including the following:

(a) Costs likely to be associated with actioning the outcome of Council’s consideration of item 1 in the draft 2025-2026 IP&R documents.

(b) Resourcing available or required to support progressing the plans to embed a structured and data driven consideration of Quadruple Bottom Line (QBL) into Council decision making, including but not limited to external organisations such as the Joint Organisation and establishing a community reference group or advisory committee.

carried: 5/3

For: Edwards, Intemann, Lipovac, Sheppard and Tubman

Against: Hornshaw, Kirkman and Roberts

10.06 Notice of Motion - Money Reserves Explainer

RESOLVED: Edwards/Tubman

That Council request the Chief Executive Officer to develop an updated Money Reserves Explainer to be distributed with the rates first instalment notice for 2025-2026.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Item 10.07 Investments and Loans - November 2024, has been addressed previously within the meeting.

10.08 Monthly Budget Review - November 2024

RESOLVED: Intemann/Lipovac

That Council:

1. Adopt the adjustments in the November 2024 Adjustments section of the Monthly Budget Review – November 2024 report and associated attachment.

2. Amend the 2024-2025 Operational Plan to include all budget adjustments approved in this report.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Councillor Tubman left the meeting, the time being 11:03am.

Councillor Tubman returned to the meeting, the time being 11:04am.

10.09 Improvement Plan 2022-2026 - General Fund Operating Performance

RESOLVED: Sheppard/Intemann

That Council:

1. Note the update on initiatives within the Improvement Plan 2022-2026 which represents Council’s plan to continually drive efficiency, productivity, and improved service delivery.

2. Note the General Fund Operating Performance Ratio for the 2023-2024 financial year and the outlook over the decade to 2033-2024 which continues to reflect the 2024-2025 Long-Term Financial Plan.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

10.10 Highway Service Centre Sewer Works Developer Deed

MOTION

MOVED: Sheppard/Edwards

That Council defer a decision on entering into a Developer Deed for the detailed designs until such time as Council has received further briefing and reporting on the Long Term Financial Plan, and seek more information in relation to the matter via a report to Council, including the LTFP review, progress on the Sancrox-Fernbank Structure Plan, and VPA and Works-in-Kind considerations in relation to costs of design.

equal: 4/4

For: Edwards, Intemann, Sheppard and Tubman

Against: Hornshaw, Kirkman, Lipovac and Roberts

LOST

THE MOTION ON BEING PUT WAS LOST

MOTION

MOVED: Roberts/Hornshaw

That Council:

1. Note the sewer works to be undertaken by Scott PDI No-6 Pty Ltd in accordance with 1179 Oxley Highway, Sancrox Planning Agreement, dated 24 July 2019, and associated with Development Consent DA2019/945, includes sewer works above what is required to solely service the development.

2. Note that the works are to provide additional capacity in the sewer pumping station, associated rising main and trunk gravity main to serve other future development in the growth area and as such would constitute works-in-kind.

3. Note that detailed design of the sewer works is required to gain an accurate estimate of the construction costs.

4. Note that the detailed design is to be in accordance with the alternative concept design alignment for the sewerage infrastructure long-term works put forward by Scott PDI No-6 Pty Ltd, including the ultimate connection to a new sewer pump station on Fernbank Creek road and catering for the revised catchment equivalent tenement calculation as determined by council staff.

5. Under the extenuating circumstances provision of 55(3)(i) of the Local Government Act 1993, resolve not to call tenders for the detailed design of the Sewerage Pump Station and associated works for the Highway Service Centre and surrounding catchment as it is considered that a satisfactory result would not be achieved by inviting tenders (due to extenuating circumstances) for the reason of the works being associated with and linked to a voluntary planning agreement and development consent as outlined in this report.

6. Note that the Chief Executive Officer, under existing delegations to the General Manager, may enter into a Developer Deed contract for Design Works following negotiations with Scott PDI No-6 Pty Ltd, and present a further report to a future meeting of Council on completion of the designs for Council’s information and consideration of forward funding construction works.

7. Note that a budget adjustment will be presented to a future Council Meeting as per the current monthly budget adjustment procedure to adjust the budget with funds from the Sewer Reserves, for the required amount in the 2024-2025 Financial Year and note that the required amount in the 2025-2026 Financial Year will be allocated in the draft 2025-2026 budget.

8. Note that the estimated cost of additional works has been identified in the draft Development Servicing Plan, due to be reported to Council for adoption in February 2025, and therefore are part of the calculation for future developer contribution charges, which will facilitate Council recouping the costs from future development when it occurs.

AMENDMENT

MOVED: Sheppard/Edwards

That Council:

3. Note that detailed design of the sewer works is required to gain an accurate estimate of the construction costs.

9. Receive a written or in person briefing in relation to proposed sewer allocations within the draft LTFP and progress on the Sancrox Fernbank structure plan, as soon as practical February March 2025.

carried: 7/1

For: Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Edwards

THE AMENDMENT ON BEING PUT WAS CARRIED

Councillor Kirkman left the meeting, the time being 11:55am.

THE AMENDMENT BECAME THE MOTION AND ON BEING PUT WAS CARRIED

RESOLVED: Sheppard/Edwards

That Council:

3. Note that detailed design of the sewer works is required to gain an accurate estimate of the construction costs.

carried: 6/1

For: Hornshaw, Intemann, Lipovac, Roberts, Sheppard and Tubman

Against: Edwards

Councillor Kirkman returned to the meeting, the time being 11:56am.

Councillor Lipovac left the meeting, the time being 11:56am.

10.11 Code of Conduct Complaint Statistics

RESOLVED: Sheppard/Roberts

That Council note the Code of Conduct Complaint Statistics for the period 1 September 2023 to 31 August 2024.

carried: 7/0

For: Edwards, Hornshaw, Intemann, Kirkman, Roberts, Sheppard and Tubman

Against: Nil

Councillor Lipovac returned to the meeting, the time being 11:58am.

10.12 Report from the Discontinued Committees Working Group meeting held 25 November 2024

RESOLVED: Edwards/Sheppard

That Council:

1. Note the information contained within this report.

2. Note the draft revised scope as attached to this report.

3. Amend the date of the Committee Structure review workshop to March 2025.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Item 11.01 Recommended Items from the November 2024 Meeting of the Port Macquarie-Hastings Sporting Fund, has been addressed previously within the meeting.

Councillor Sheppard left the meeting, the time being 12:05pm.

Councillor Sheppard returned to the meeting, the time being 12:06pm.

11.02 Draft Public Art Policy

RESOLVED: Intemann/Tubman

That Council:

1. Endorse the draft Public Art Policy and place it on public exhibition for a period of not less than 42 days.

2. Note that a further report will be tabled at the future meeting of Council of Council, detailing the submissions received from the public during the exhibition period following exhibition.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Councillor Tubman left the meeting, the time being 12:24pm.

Councillor Tubman returned to the meeting, the time being 12:26pm.

Councillor Hornshaw left the meeting, the time being 12:26pm.

11.03 Friends of Camden Head Lookout volunteer group nominations

Councillor Lipovac declared a Non-Pecuniary - Less than Significant interest in this item. The reason being is that Jon Bailey who is listed as one of the volunteer’s seeking endorsement, ran on Councillor Lipovac Group Ticket at the Local Government Election September 2024. Councillor Lipovac remained in the meeting, participated and voted in the matter as this perceived conflict did not influence his decision making in the matter.

MOTION

MOVED: Edwards/Lipovac

That Council:

1. Note the information contained within the report.

2. Note the process and procedure for establishment of a Friends of Camden Head Lookout (FCHL) Volunteers group.

3. Defer the endorsement of individual volunteers until after such time that nominees have responded to Council to:

Confirm their continued interest in being a volunteer with the FCHL volunteer group.
Agreed and signed up to a Volunteer Agreement, for the FCHL volunteer group.

This motion was withdrawn

RESOLVED: Roberts/Lipovac

That Council:

1. Note the information contained within the report.

2. Note the process and procedure for establishment of a Friends of Camden Head Lookout Volunteers’ group.

3. Endorse the following members of the Friends of Camden Head Lookout Volunteers Group subject to induction procedures: Margaret Carey, Carolyn Osborne, Blair Maxwell, Robyn Camozzato, Stephen Hamilton, Ron Byrnes, Jon Bailey, Dan Guthrie, Isaac Puriri, Russell Dodds, Dave Napper, James Weatherall, Gary Morriss, Stephen Allwood, Keith Turner, James Eve, Murray Cowled, Charlie Holtom, Alan Klahn, Greg Osborne, John Lawrie, Steven Hausfeld, Adrian Guthrie and Barbara Davies.

4. Thank the community for their interest in supporting efforts to manage Camden Head Lookout

carried: 7/0

For: Edwards, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

PROCEDURAL MOTION

MOVED: Sheppard/Roberts

That the Ordinary Council Meeting be adjourned for 5 minutes.

carried: 7/0

For: Edwards, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

The meeting adjourned at 12.29pm

The meeting recommenced at 12.37pm

Councillor Hornshaw returned to the meeting, the time being 12.37pm

11.04 Draft Private Memorials and Commemorative Naming in Parks and Reserves Policy

RESOLVED: Sheppard/Roberts

That Council:

1. Endorse the draft Private Memorials and Commemorative Naming in Parks and Reserves Policy for the purpose of public exhibition for a period of not less than 28 days.

2. Note that a further report will be tabled at a future meeting of Council, detailing the submissions received from the public during the exhibition period.

3. Determine that the draft Policy be amended prior to exhibition, to include the intended approach to existing plaques/memorials, namely that they will remain in place, however if they are removed, damaged or fall off they will not be replaced.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Item 11.05 Draft Places to Play Plans, has been addressed previously within the meeting.

11.06 Petition - Request for Construction of Footbridge, Walkway and Whale Viewing Platform over Duchess Creek, Bonny Hills

Councillor Sheppard declared a Non-Pecuniary - Less than Significant interest in Item 11.06 Petition - Request For Construction Of Footbridge, Walkway And Whale Viewing Platform Over Duchess Creek, Bonny Hills. The reason being that Councillor Sheppard resides nearby to the location mentioned in this subject petition. Councillor Sheppard remained in the meeting, participated and voted in the matter as this perceived conflict did not influence her decision making in the matter.

RESOLVED: Edwards/Lipovac

That Council:

1. Note the petition lodged by Lachlan Jones on behalf residents requesting the construction of a footbridge, walkway and whale watching platform over Duchess Creek, Bonny Hills.

2. Request the Chief Executive Officer respond to the organiser of the petition and include the following points:

a. The requested infrastructure is not currently identified as a priority within Council or community planning, including the Bonny Hills Community Plan, Bonny Hills Reserves Master Plan and Coastal Users Recreational Needs Analysis.

b. Substantial infrastructure investment is required to achieve the outcome sought via the petition.

c. Environmental approvals would also likely be a significant cost and require extensive environmental impact assessment and approvals from various government agencies to achieve the requested outcome as the proposed route passes through mapped areas of coastal wetland and littoral rainforest identified under State Environmental planning policy (SEPP 2021) – Resilience and Hazards.

d. How to sign up for consultation and engagement opportunities with Port Macquarie-Hastings Council such as Have Your Say.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

11.07 Notice of Motion - Arts Mid North Coast Membership

RESOLVED: Edwards/Sheppard

That Council:

1. Note that Arts Mid North Coast has extended an offer to Council to rejoin Arts Mid North Coast for 2024-2025 by making a payment of $9,230.20 inclusive of GST.

2. Request the Chief Executive Officer to provide a report to the February 2025 Ordinary Council Meeting that includes the merits for Council’s potential membership to Arts Mid North Coast and also to identify a potential funding source, if available, to fund this expenditure.

3. Request the Chief Executive Officer give consideration to the inclusion of resourcing for Port Macquarie-Hastings Council’s membership with Arts Mid North Coast in the draft 2025-2026 Operational Plan.

carried: 7/1

For: Edwards, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Hornshaw

The Chairperson tabled the correspondence from Arts Mid North Coast.

11.08 Notice of Motion - Beachwatch Partnership Program

RESOLVED: Lipovac/Roberts

That Council:

1. Note the Beachwatch Partnership Program assists local councils to monitor and report recreational water quality along the NSW coast, monitoring a range of sites including ocean beaches, estuarine swimming areas, lake and lagoons swimming sites.

2. Request the Chief Executive Officer give consideration to the inclusion of resourcing in the draft 2025-2026 Operational Plan and budget for

implementation and ongoing monitoring of and participation in the

Beachwatch Partnership Program in the following Port Macquarie-Hastings Local Government Area locations:

· Town Beach, Port Macquarie

· Flynn’s Beach, Port Macquarie

· Lighthouse Beach, Port Macquarie

· Lake Cathie Lagoon, Lake Cathie

· Rainbow Beach, Bonny Hills

· Grants Beach, North Haven

3. Identify any/all impediments to inclusion of the Beachwatch Partnership Program in the 2025-2026 draft operational plan.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

11.09 Notice of Motion - Community Satisfaction Survey Results

RESOLVED: Sheppard/Intemann

That Council request the Chief Executive Officer:

1. To advise the governing body of the following information as soon as possible, but by end of December 2024:

(a) What results/reports Council operational body have received in relation to 2024 community satisfaction survey.

(b) Which preliminary results or reports can be provided to councillors currently, or with minor redaction or amendment.

2. To provide the governing body with preliminary results and reports identified in part 1(b), as soon as practical, but by end of December 2024.

carried: 5/3

For: Edwards, Intemann, Lipovac, Sheppard and Tubman

Against: Hornshaw, Kirkman and Roberts

11.10 Notice of Motion - Port Macquarie-Hastings Sporting Fund

RESOLVED: Lipovac/Tubman

That Council:

1. Appoint Councillor Nik Lipovac to chair the Port Macquarie Hastings Sporting Fund.

2. Appoint Councillor Hamish Tubman as the alternative chair for occasions where the chair may be absent from the meeting.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

11.11 Community Engagement Strategy Review

RESOLVED: Sheppard/Intemann

That Council:

1. Note the information in the report regarding the review of the Community Engagement Strategy.

2. Place the draft Integrated Planning and Reporting (IP&R) Community Engagement Strategy on public exhibition for a period of not less than 28 days.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

11.12 Proposed Future Use of the Currently Vacant Building - 143 Gordon Street, Port Macquarie

RESOLVED: Edwards/Lipovac

That Council:

1. Defer consideration of item 11.12 Proposed Future Use of the Currently Vacant Building - 143 Gordon Street, Port Macquarie to the February 2025 Ordinary Council meeting.

2. Invite all interested parties including interested groups involved in Homelessness Services within the Port Macquarie-Hastings LGA, to express interest in the future use of the currently vacant building - 143 Gordon Street, Port Macquarie, regarding the lease and use of the premises.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

12.01 Question With Notice - Cairncross Waste Management Facility - Disposal of Bricks and Concrete

RESOLVED: Roberts/Kirkman

That the response provided to Councillor Maltman’s Question on Notice regarding Cairncross Waste Management Facility be noted.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

13.01 Lake Cathie Natural Resource Management Monthly Update Report

RESOLVED: Intemann/Tubman

That Council note the progress of natural resource management projects/initiatives within the Lake Cathie, Lake Innes and Cathie Creek Waterways and the progress of the Coastal Management Program.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

13.02 Development Assessment Panel - Appointment of Members and Delegated Authority

MOTION

MOVED: Sheppard/Tubman

That Council:

1. Appoint Mr David Crofts, Mr Christopher Gee, Mr Tony McNamara, Mr Murray Blackburn-Smith and the Group Manager Development Services to be members of Council’s Development Assessment Panel until January 2029 or until such time a new Development Assessment Panel is appointed by Council.

2. Provide delegated authority to the Development Assessment Panel pursuant to Section 377 of the Local Government Act 1993 to determine applications under Part 4 of the Environmental Planning and Assessment Act 1979 and undertake development assessment related functions in accordance with the Development Assessment Panel Charter.

3. Appoint Mr David Crofts, Mr Christopher Gee, Mr Tony McNamara and Mr Murray Blackburn-Smith as Council’s representatives on the Northern Regional Planning Panel on a rotational basis until January 2029, noting Council has 2 representatives per meeting.

4. Thank Mr Michael Mason for his service on the Development Assessment Panel for the past 4 years.

5. Following the Councillor induction session on Planning and Development request the Chief Executive Officer to undertake a review of the Development Assessment Panel Charter in line with the NSW Local Planning Panels model including consideration of the following:

a. Additional membership

b. Live streaming and recording of future DAPs, to be hosted on council website

c. Revised information explaining the role, operation, membership, recruitment, selection, renumeration, legislative framework, and governance of the Development Assessment Panel

d. The delegated authority of the Panel

e. Cost implications for any proposed changes to the operation or administration of the Development Assessment Panel.

6. Receive a further report on the outcome of the Charter review detailing any proposed changes to the Charter by April 2025.

equal: 4/4

For: Edwards, Intemann, Sheppard and Tubman

Against: Hornshaw, Kirkman, Lipovac and Roberts

LOST

MOTION

RESOLVED: Hornshaw/Sheppard

That Council:

4. Thank Mr Michael Mason for his service on the Development Assessment Panel for the past 4 years.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Councillor Sheppard left the meeting, the time being 2:10pm.

Councillor Sheppard returned to the meeting, the time being 2:12pm.

13.03 Request to waive development contributions for State Significant Development Application SSD-71373460 - In-fill Affordable Housing - 33-37 Gordon Street and 22-24 Grant Street, Port Macquarie

RESOLVED: Roberts/Edwards

That Council waive the development contributions totalling $1,170,176.20, associated with the State Significant Development Application SSD-71373460 for infill affordable housing development comprising 94 units at 33-37 Gordon Street and 22-24 Grant Street, Port Macquarie.

carried: 5/3

For: Edwards, Intemann, Kirkman, Lipovac and Roberts

Against: Hornshaw, Sheppard and Tubman

13.04 Hastings River Flood Study Extension

Director Fish declared a Pecuniary, Significant interest in this item. The reason being is that Director Fish owns a property within the flood Planning area, and flood modelling impacts on the property may vary pending the outcome of the exhibition and adoption of the study. Director Fish Edwards took no part in the consideration or voting and was out of sight for consideration of this matter.

RESOLVED: Intemann/Sheppard

That Council:

1. Place on public exhibition the Hastings River Flood Study Extension, commencing in February 2025 for a minimum of 28 days.

2. Request that a further report be tabled by the June 2025 meeting of Council, detailing the submissions received from the public during the exhibition period and any resulting changes to the study.

carried: 7/1

For: Edwards, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Hornshaw

Councillor Tubman left the meeting, the time being 02:30pm.

Councillor Tubman returned to the meeting, the time being 02:31pm.

13.05 Walking and Cycling Review - for Public Exhibition

RESOLVED: Sheppard/Edwards

That Council:

1. Note the information in this report regarding the process of developing the Walking and Cycling Review.

2. Endorse the draft Walking and Cycling Review to be placed on public exhibition for a period of not less than 28 days.

3. Note that a further report will be provided to Council outlining the submissions received during the exhibition period.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Item 13.06 Update on Site Specific Planning Proposal Requests Bi-Annual Report, has been addressed previously within the meeting.

13.07 Planning Proposal Thrumster Business Park PP-2023-2079 DD32.2023.006.01
Applicant - Love Project Management
Proponent - Thrumster Business Park Pty Ltd

RESOLVED: Sheppard/Roberts

That Council:

1. Endorse the draft Planning Proposal (Attachment 1), to enable rezoning of land at Thrumster Business Park and associated amendments prepared under section 3.33 of the Environmental Planning and Assessment Act 1979.

2. Forward the draft Planning Proposal to the NSW Department of Planning and Environment for a Gateway Determination under Section 3.34 of the Environmental Planning & Assessment Act 1979, and request that the Gateway Determination authorise Council to be the local plan-making authority.

3. Delegate authority to the Director Community, Planning and Environment to make any minor updates to the Planning Proposal prior to seeking a Gateway Determination, and action/address conditions of Gateway determination accordingly.

4. Receive a report following the public exhibition period on any submissions received.

5. Notify the proponent of Council’s decision.

6. Request the Chief Executive Officer to provide a report to the March 2025 Ordinary Council meeting providing an update on the development of the Affordable Housing actions being considered under Council’s recently endorsed Affordable Housing Plan.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Item 13.08 Land Acquisition - King Creek Road, King Creek, has been addressed previously within the meeting.

Item 13.09 Land Acquisition - Bril Bril-Belangry Road Rollands Plains, has been addressed previously within the meeting.

Item 13.10 Road Closure - Lorne Road Comboyne, has been addressed previously within the meeting.

Item 13.11 Annual Drinking Water and Recycled Water Reports 2023-2024, has been addressed previously within the meeting.

13.12 Policy Review - Stormwater Management Policy - Post Public Exhibition

RESOLVED: Intemann/Sheppard

That Council adopt the draft Stormwater Management Policy.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

Item 13.13 Policy Review - Roads Policy Suite - Post Public Exhibition, has been addressed previously within the meeting.

Item 13.14 Policy Review - Transport and Drainage Policy Suite - Pre Public Exhibition, has been addressed previously within the meeting.

Item 13.15 Policy Review - Liquid Trade Waste Policy, has been addressed previously within the meeting.

CONFIDENTIAL SESSION

RESOLVED: Lipovac/Kirkman

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 14.01 Evaluation and Recommendation for Divestment of Council Land

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 14.02 Strategic Land Purchase for Future Infrastructure Provision

Item 14.03 Confidential Legal Matter Advice

This item is considered confidential under Section 10A(2)(g) of the Local Government Act 1993, as it contains advice concerning litigation, or advice that would otherwise be privileged from production in legal proceedings on the ground of legal professional privilege.:

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: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

RESOLVED: Lipovac/Tubman

That the Council meeting be closed to the public for the consideration of confidential items for the reason as listed in the reports

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

14.01 Evaluation and Recommendation for Divestment of Council Land

RESOLVED: Sheppard/Roberts

That Council:

1. Approve the listing for sale of one single lot of Council-owned vacant land, zoned R1, General Residential, identified in this report.

2. Endorse a listing price as specified within point 2 of the staff recommendation.

3. Delegate authority to the Chief Executive Officer under section 377 of the Local Government Act 1993 to:

i) Finalise and execute all necessary documentation associated with the sale of the land.

ii) Undertake all actions required to complete the divestment in accordance with the attached Divestment Plan.

4. Request that, following the sale and settlement of the land, the CEO provide a progress report on the sale to Council at the next available meeting of Council after the transaction is completed.

5. Maintain confidentiality of this report and its recommendations, in accordance with section 10A(2) of the Local Government Act 1993, to protect the commercial interests and privacy of the transaction.

6. Resolve that the net proceeds of the land sale be paid into the Property Reserve, to be used for future Strategic Property Investment activities.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

14.02 Strategic Land Purchase for Future Infrastructure Provision

RESOLVED: Roberts/Lipovac

That Council:

1. Note the information provided in this report.

2. Delegate authority to the Chief Executive Officer (CEO) under section 377 of the Local Government Act 1993 to:

i. Finalise and execute all necessary documentation associated with the acquisition of the land.

ii. Undertake all actions required to complete the acquisition in accordance with the Acquisition Plan.

3. Request that the Chief Executive Officer provide a progress report on the acquisition of the land to Council at the next most appropriate meeting of Council, following the settlement of the land.

4. Maintain the confidentiality of the documents and considerations regarding this matter.

5. If the subject land is purchased, Pursuant to Section 34 of the Local Government Act 1993, commence the process to classify the land as identified in this report as operational land by placing it on public exhibition for a minimum of 28 days.

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

14.03 Confidential Legal Matter Advice

RESOLVED: Roberts/Lipovac

That Council:

1. Note the information provided in this report and the attached legal advice.

2. Approve Option 1.2 as included in the report (28.2 in the attached legal advice).

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

RESOLVED: Lipovac/Kirkman

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

carried: 8/0

For: Edwards, Hornshaw, Intemann, Kirkman, Lipovac, Roberts, Sheppard and Tubman

Against: Nil

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

The meeting closed at 2.56pm

………………………………………..

Adam Roberts

Mayor

AGENDA Ordinary Council 20/02/2025

Item: 06

Subject: DISCLOSURES OF INTEREST

RECOMMENDATION

That Disclosures of Interest be presented

DISCLOSURE OF INTEREST DECLARATION

Name of Meeting:

Meeting Date:

Item Number:

Subject:

I, the undersigned, hereby declare the following interest:

Pecuniary:

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

Non-Pecuniary – Significant Interest:

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

Non-Pecuniary – Less than Significant Interest:

May participate in consideration and voting.

For the reason that:

Name:

Signed:

Date:

Please submit to the Governance Support Officer at the Council Meeting.

(Refer to next page and the Code of Conduct)

Pecuniary Interest

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:

(a) your interest, or

(b) the interest of your spouse or de facto partner, your relative, or your partner or employer, or

4.4 For the purposes of clause 4.3:

(a) Your “relative” is any of the following:

i) your parent, grandparent, brother, sister, uncle, aunt, nephew, niece, lineal descendant or adopted child

ii) your spouse’s or de facto partner’s parent, grandparent, brother, sister, uncle, aunt, nephew, niece, lineal descendant or adopted child

iii) the spouse or de facto partner of a person referred to in paragraphs (i) and (i)

(b) “de facto partner” has the same meaning as defined in section 21C of the Interpretation Act 1987.

4.5 You will not have a pecuniary interest in relation to a person referred to in subclauses 4.3(b) or (c)

(a) if you are unaware of the relevant pecuniary interest of your spouse, de facto partner, relative, partner, employer or company or other body, or

(b) just because the person is a member of, or is employed by, a council or a statutory body, or is employed by the Crown, or

(c) just because the person is a member of, or a delegate of a council to, a company or other body that has a pecuniary interest in the matter, so long as the person has no beneficial interest in any shares of the company or body.

Non-Pecuniary

5.1 Non-pecuniary interests are private or personal interests a council official has that do not amount to a pecuniary interest as defined in clause 4.1 of this code. These commonly arise out of family or personal relationships, or out of involvement in sporting, social, religious or other cultural groups and associations, and may include an interest of a financial nature.

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.

5.4 Non-pecuniary conflicts of interest must be identified and appropriately managed to uphold community confidence in the probity of council decision-making. The onus is on you to identify any non-pecuniary conflict of interest you may have in matters that you deal with, to disclose the interest fully and in writing, and to take appropriate action to manage the conflict in accordance with this code.

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

5.6 Where you have a non-pecuniary conflict of interest in a matter for the purposes of clause 5.2, you must disclose the relevant private interest you have in relation to the matter fully and in writing as soon as practicable after becoming aware of the non-pecuniary conflict of interest and on each occasion on which the non-pecuniary conflict of interest arises in relation to the matter. In the case of members of council staff other than the Chief Executive Officer, such a disclosure is to be made to the staff member’s manager. In the case of the Chief Executive Officer, such a disclosure is to be made to the mayor.

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:

a) a relationship between a council official and another person who is affected by a decision or a matter under consideration that is particularly close, such as a current or former spouse or de facto partner, a relative for the purposes of clause 4.4 or another person from the council official’s extended family that the council official has a close personal relationship with, or another person living in the same household

b) other relationships with persons who are affected by a decision or a matter under consideration that are particularly close, such as friendships and business relationships. Closeness is defined by the nature of the friendship or business relationship, the frequency of contact and the duration of the friendship or relationship.

c) an affiliation between the council official and an organisation (such as a sporting body, club, religious, cultural or charitable organisation, corporation or association) that is affected by a decision or a matter under consideration that is particularly strong. The strength of a council official’s affiliation with an organisation is to be determined by the extent to which they actively participate in the management, administration or other activities of the organisation.

d) membership, as the council’s representative, of the board or management committee of an organisation that is affected by a decision or a matter under consideration, in circumstances where the interests of the council and the organisation are potentially in conflict in relation to the particular matter

e) a financial interest (other than an interest of a type referred to in clause 4.6) that is not a pecuniary interest for the purposes of clause 4.1

f) the conferral or loss of a personal benefit other than one conferred or lost as a member of the community or a broader class of people affected by a decision.

5.10 Significant non-pecuniary conflicts of interest must be managed in one of two ways:

a) by not participating in consideration of, or decision making in relation to, the matter in which you have the significant non-pecuniary conflict of interest and the matter being allocated to another person for consideration or determination, or

b) if the significant non-pecuniary conflict of interest arises in relation to a matter under consideration at a council or committee meeting, by managing the conflict of interest as if you had a pecuniary interest in the matter by complying with clauses 4.28 and 4.29.

5.11 If you determine that you have a non-pecuniary conflict of interest in a matter that is not significant and does not require further action, when disclosing the interest you must also explain in writing why you consider that the non-pecuniary conflict of interest is not significant and does not require further action in the circumstances.

5.12 If you are a member of staff of council other than the Chief Executive Officer, the decision on which option should be taken to manage a non-pecuniary conflict of interest must be made in consultation with and at the direction of your manager. In the case of the Chief Executive Officer, the decision on which option should be taken to manage a non-pecuniary conflict of interest must be made in consultation with and at the direction of the mayor.

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.

5.14 Council committee members are not required to declare and manage a non-pecuniary conflict of interest in accordance with the requirements of this Part where it arises from an interest they have as a person chosen to represent the community, or as a member of a non-profit organisation or other community or special interest group, if they have been appointed to represent the organisation or group on the council committee.

SPECIAL DISCLOSURE OF PECUNIARY INTEREST DECLARATION

This form must be completed using block letters or typed.

If there is insufficient space for all the information you are required to disclose,

you must attach an appendix which is to be properly identified and signed by you.

[insert full name of councillor]

In the matter of

[insert name of environmental planning instrument]

Which is to be considered at a meeting of the

[insert name of meeting]

Held on

[insert date of meeting]

PECUNIARY INTEREST

Address of the affected principal place of residence of the councillor or an associated person, company or body (the identified land)

Relationship of identified land to councillor

[Tick or cross one box.]

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

 An associated person of the councillor has an interest in the land.

 An associated company or body of the councillor has interest in the land.

MATTER GIVING RISE TO PECUNIARY INTEREST[1]

Nature of land that is subject to a change

in zone/planning control by proposed

LEP (the subject land2

[Tick or cross one box]

 The identified land.

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

Current zone/planning control

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

Proposed change of zone/planning control

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

Effect of proposed change of zone/planning control on councillor or associated person

[Tick or cross one box]

 Appreciable financial gain.

 Appreciable financial loss.

[If more than one pecuniary interest is to be declared, reprint the above box and fill in for each additional interest]

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

This form is to be retained by the council’s Chief Executive Officer and included in full in the minutes of the meeting

Last Updated: 3 June 2019

Important Information

This information is being collected for the purpose of making a special disclosure of pecuniary interests under clause 4.36(c) of the Model Code of Conduct for Local Councils in NSW (the Model Code of Conduct).

The special disclosure must relate only to a pecuniary interest that a councillor has in the councillor’s principal place of residence, or an interest another person (whose interests are relevant under clause 4.3 of the Model Code of Conduct) has in that person’s principal place of residence.

Clause 4.3 of the Model Code of Conduct states that you will have a pecuniary interest in a matter because of the pecuniary interest of your spouse or your de facto partner or your relative or because your business partner or employer has a pecuniary interest. You will also have a pecuniary interest in a matter because you, your nominee, your business partner or your employer is a member of a company or other body that has a pecuniary interest in the matter.

“Relative” is defined by clause 4.4 of the Model Code of Conduct as meaning your, your spouse’s or your de facto partner’s parent, grandparent, brother, sister, uncle, aunt, nephew, niece, lineal descendant or adopted child and the spouse or de facto partner of any of those persons.

You must not make a special disclosure that you know or ought reasonably to know is false or misleading in a material particular. Complaints about breaches of these requirements are to be referred to the Office of Local Government and may result in disciplinary action by the Chief Executive of the Office of Local Government or the NSW Civil and Administrative Tribunal.

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

[1] Clause 4.1 of the Model Code of Conduct provides that a pecuniary interest is an interest that a person has in a matter because of a reasonable likelihood or expectation of appreciable financial gain or loss to the person. A person does not have a pecuniary interest in a matter if the interest is so remote or insignificant that it could not reasonably be regarded as likely to influence any decision the person might make in relation to the matter, or if the interest is of a kind specified in clause 4.6 of the Model Code of Conduct.

2 A pecuniary interest may arise by way of a change of permissible use of land adjoining, adjacent to or in proximity to land in which a councillor or a person, company or body referred to in clause 4.3 of the Model Code of Conduct has a proprietary interest

AGENDA Ordinary Council

20/02/2025

Item: 10.02

Subject: Status of Reports From Council Resolutions

Presented by: Business and Performance, Keith Hentschke

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

MARCH 2025 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Policy Review - Transport and Drainage Policy Suite	12/12/2024 Item 13.14	A report to Council following public exhibition	DCPI	Mar-25
Policy Review - Liquid Trade Waste Policy	12/12/2024 Item 13.15	A report to Council following public exhibition	DCU	Mar-25
Review: Audit, Risk and Improvement Committee	15/08/2024 Item 10.10	Waiting External Consultant to finalise draft report	DBP	Dec-24	Feb-24
Draft Procurement Strategy	14/11/2024 Item 10.21	Following public exhibition, a report to Ordinary Council Meeting February 2025	DBP	Feb-25	Completion of engagement has been delayed due to staff losses and absences in the Procurement Team during Jan and Feb 2025. It is proposed to provide the report to March 2025 Ordinary Council Meeting.
MARCH 2025 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Planning Proposal Thrumster Business Park PP-2023-2079 DD32.2023.006.01	12/12/2024 Item 13.07	A report be tabled to the March 2025 Ordinary Council Meeting	DCPE	Mar-25
Environmental Sustainability Strategy	14/11/2024 Item 13.02	Following public exhibition, a report to Ordinary Council Meeting March 2025	DCPE	Mar-25
APRIL 2025 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Council owned lots at North Shore: Progress of Sale	19/09/2018 Item 09.24 14/12/2023 Item 13.09	Due diligence ongoing. Options for sale of land will be prepared for Council consideration as part of the broader property review due in May.	DBP		Nov-23 Mar-24 May-24 Jul-24 Dec-24 Nov-24 Feb-25
Sporting Venue Sponsorship Program	14/11/2024 Item 11.01	A report to Council regarding the options available to consider the establishment of a Sporting Venue Sponsorship	DCPE	Apr-24

JUNE 2025 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Places to Play Plan	20/06/2024 Item 11.04	A further sub plans report to Council for consideration 2024-2025	DCPE	Jun-25
Hastings River Flood Study Extension	12/12/2024 Item 13.04	A report to Council by June 2025 Ordinary Council Meeting	DCI	Jun-25
JULY 2025 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Community Grants Program 2024-2025	15/08/2024 Item 11.05	Receive a report to the July 2025 Council Meeting on outcomes of the 2024-2025 Grants Program	DCPE	Jul-25
Port Macquarie Airport - Pilot Training and Aircraft Noise - Fly Neighbourly Agreement Trial 12 Month Review	18/07/2024 Item 12.01	A future report following the additional 12-month extension	DBP	Jul-25
NOVEMBER 2025 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Classification as "Operational" Land - 52 John Oxley Drive, Port Macquarie - post exhibition.	20/06/2018 Item 14.05	To be incorporated in strategic property portfolio review undertaken 2022/2023 Reclassify property to operational land, a statutory process involving planning proposal which includes Council fees, public exhibition, submissions, a public hearing, council resolutions and Depot Planning approval. It is estimated that this would take at least 6-9 months.	DCI	Future Report	Feb-25
FEBUARY 2026 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Statement of Business Ethics	16/11/2023 Item 10.20	Na	GMP	2026
DECEMBER 2026 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Administering 2028 Local Government Election	Na	Na	GMG	Na	Na
JULY 2027 REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Councillor Numbers for 2028 Local Government Election	Na	Na	GMG	Na	Na

FUTURE REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Draft Public Art Policy	12/12/2024 Item 11.02	A future report to be tabled at Ordinary Council Meeting	DCPE	Future Report
Draft Private Memorials and Commemorative Naming in Parks and Reserves Policy	12/12/2024 Item 11.04	A future report to be tabled at Ordinary Council Meeting	DCPE	Future Report

FUTURE REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Walking and Cycling Review	12/12/2024 Item 13.05	A report to Council following public exhibition	DCI	Future Report
Strategic Land Purchase for Future Infrastructure Provision	12/12/2024 Item 14.02	A future progress report to the next available Ordinary Council Meeting on the Acquisition of the land to Council	DCPI	Future Report
Evaluation and Recommendation For Divestment of Council Land	12/12/2024 Item 14.01	A future progress report to the next available Ordinary Council Meeting on the Sale	DBP	Future Report
NSW National Parks and Wildlife Services Land Revocation	18/05/2024 Item 13.11	Note that a further report will be presented to Council detailing the outcome of the compensation process discussions with NPWS and seeking a Council resolution to proceed with the transfers.	DCPE	Future Report
T-22-04 Water SCADA	18/0/2024 Item 14.01	Further report to be presented after contract awarded	DCU	Future Report
Tacking Point Lighthouse Construction of Accessible Walkway	20/06/2024 Item 14.04	Further report to be presented after contract awarded	DCPE	Future Report
Planning and Land Use Discussion Paper	20/06/2024 Item 13.03	A report to Council following public exhibition	DCPE	Following Council Election

FUTURE REPORTS
Report	Date and Item of Resolution	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2024	20/06/2024 Item 13.06	A report to Council following public exhibition	DCPE
Living and Place Strategy and Supporting Documents	18/04/2024 Item 13.04	A report to Council following public exhibition	DCPE	Future Report
Draft Recreation and Open Space Action Plan and Sporting Infrastructure Priorities	18/04/2024 Item 11.03	A report to Council following public exhibition	DCPE	Future Report
Classification of Council Land - Waapangal Road Thrumster	18/04/2024 Item 13.07	A report to Council following public exhibition	DCPE	Future Report
Biodiversity and Land Acquisition for offsets update	20/04/2023 Item 14.02	Further report to be presented for further consideration	DBP	Future Report
Environmental Land Rezoning - Council owned land	08/12/2022 Item 13.10	A report to Council following public exhibition	DCPE	Future Report
Draft s9.11 Airport Business Park Roads Contribution Plan	20/05/2020 Item 13.05	To be considered as part of wider development contribution framework review and proposed development yet to be assessed.	DCPE	Future Report (Prior to development)	Dec-20 Jun-21 Oct-21 Jun-22 Dec-22
T-22-10 Inlet Odour Management Works	21/09/2023 Item 14.02	Future report to Ordinary Council after contract awarded for Council's information	DCU
Sancrox Employment Land Environmental Lands and Services Planning Agreement Assessment Report	15/02/2024 Item 13.06	Future report to council following public exhibition	DCPE

CYCLIC REPORTS	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Mayoral Discretionary Fund Allocations	CEO	Monthly	Every
Monthly Budget Update	DBP	Monthly	Every (except July)
Investments	DBP	Monthly	Every
Recommendations by the Port Macquarie-Hastings Sporting Fund Sub-Committee	DCPE	Monthly	Every (except Feb)
Lake Cathie Natural Resource Management update (13/01/2022 Item 05.01) (18/05/2023 Item 13.04) Continue with monthly reporting for the Lake Cathie Natural Resource Management Update Report and review the frequency of reporting no later than the November 2023 Ordinary Council Meeting.	DCPE	Monthly	Every
Recreation Action Plan – Status	DCPE	Annually	Aug		Review has changed due to the Recreation and Open Space Action Plan being adopted in August 2024
Annual Drinking Water and Recycled Water Reports	DCU	Annually	Aug		Proposed reviewed draft August 2025.
Draft Community Strategic Plan (following Council Election)	DBP	4 Years	March
Contracts Awarded under Delegation by the Chief Executive Officer	DBP	Quarterly	Feb, Apr, Jul, Oct.
Legal Fees - Update Report (19/09/18 - Item 09.16)	CEO	Quarterly	Feb, May, Aug, Nov
Development Activity and Assessment System Performance	DCPE	Quarterly	Feb, May, Aug, Nov

CYCLIC REPORTS	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Camden Head Lookout Bimonthly report on progress of group, development and preliminary works and progress toward the longer term of works (Item 11.01 18/07/2024)	DCPE	Bimonthly	Sep, Nov, Feb, April, June and Aug.
Community Inclusion Plan - Update of Tasks, Measures and Actions	DCPE	Biannual	Feb, Aug
Glasshouse Strategic Plan Update	DBP	Biannual	Feb, Aug
2022-2026 Delivery Program – Six Monthly Progress	DBP	Biannual	Feb, Aug
Grant Application Biannual Report (16/02/23 - Item 11.05) (21/08/19 - Item 11.02)	DCPE	Biannual	Feb, Aug
Major Events Grants Round 1 Round 2	DCPE	Biannual	Sept Apr
Chief Executive Officer's Performance Review	CEO	Annually	Aug
Operational Plan – Quarterly Progress	DBP	Quarterly	May, Nov (other 2 quarters reported with DP 6 monthly progress report)
Quarterly Budget Review Statement	DBP	Quarterly	Feb, May, Nov
Mayoral and Councillor Fees (Setting of)	CEO	Annually	May
General Fund Operating Performance	CEO	Biannual	June Dec
Update on Site Specific Planning Proposal Requests	DCPE	Biannual	Jun, Dec
Kooloonbung Creek Flying Fox Camp Management Plan - Annual Update (16/06/2021 - Item 12.03)	DCPE	Annually	Jun
Port Macquarie-Hastings Destination Management Plan 2020-2024 (20/05/2020 - Item 12.01)	DCPE	Annually	Jun
Draft Delivery Program (Incl Draft OP and Fees and Charges)	DBP	Annually	Jun

CYCLIC REPORTS	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Draft Resourcing Strategy (FP)	DBP	Annually	Jun
Community Strategic Plan (following Council Election	DCPE	4 Years	Jun
Draft Community Engagement Strategy (following Council Election)	DCPE	4 Years	Jun
Council Policy - Status	CEO	Annually	Jul
UGMS - Annual Progress Report on Implementation and Status of Actions (20/06/18 - Item 12.07)	DCPE	Annually	Jul
Local Preference Policy Outcomes	DBP	Annually	Aug
Cultural Plan 2021 - 2025: Implementation and evaluation of actions undertaken (04/08/2021 - Item 10.01)	DCPE	Annually	Aug
Audit, Risk and improvement Committee Annual Report	CEO	Annually	Sep
Annual Disclosure of Interest Returns	CEO	Annually	Oct
Professional Development of Councillors (15/09/2021 - Item 09.07)	CEO	Annually	Oct
Opportunity for Local Firms to do Business with Port Macquarie-Hastings Council	DBP	Annually	Oct
Draft Procurement Strategy 14/11/24 - Item 10.21	DBP	Annually	Oct
Councillor Attendance at Meetings 14/11/24 - Item 10.04	DBP	Annually	Oct
Council Meeting Dates	CEO	Annually	Nov
Legislative Compliance Register	CEO	Annually	Nov Feb-25	Mar-25	There has been significant work on the legislative compliance register and this will come back to Council in March 2025.
Council’s Annual Report	DBP	Annually	Nov
Performance of Property Investment Portfolio (20/11/19 - Item 10.17)	DBP	Annually	Nov
CYCLIC REPORTS	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Local Strategic Planning Statement - Implementation of Actions (03/11/2021 - Item 12.05)	DCPE	Annually	Nov
Koala Recovery Strategy Annual Report (19/09/18 - Item 12.05)	DCPE	Annually	Nov
Annual Financial Statements for the Year Ended 30 June 2023	DBP	Annually	Nov
State of Our Region (following Council Election)	DBP	4 Years	Nov
Code of Conduct Complaints Annual Report	CEO	Annually	Dec

Attachments

Nil

AGENDA Ordinary Council

20/02/2025

Item: 10.05

Subject: 2024-2025 Quarterly Budget Review Statement and Operational Plan Status Report as at 31 December 2024

Presented by: Business and Performance, Keith Hentschke

Alignment with Delivery Program

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

RECOMMENDATION

That Council:

1. Note the Quarterly Budget Review Statements as at 31 December 2024.

2. Note the 2024-2025 Operational Plan Second Quarter Status Report as at 31 December 2024.

3. Authorise the deferral of the following Actions/Projects, with the Status of Council approved Action Deferred / Not Progressing

- HBR 01 On-site Sewage Management Policy

- SDF 01 West Port (Buller Street) Flood mitigation works, Port Macquarie

- SPA 03 Amethyst Way Reserve, Port Macquarie

- SPA 06 Rainbow Beach Local Park, Lake Cathie/Bonny Hills

- SPA 07 Rainbow Beach, Lake Cathie/Bonny Hills

- SPA 12 Camden Haven Surf Club Building

- SPA 27 Hastings Regional Sporting Complex

- SPA 31 Port Macquarie Regional Stadium Upgrades

- SPA 36 Thrumster Sports Fields

- WAW 02 Thrumster Wastewater Treatment Scheme

- WAS 23 Telegraph Point Clearwater Capacity Upgrade

- WAS 28 Pumps Renewal and VSD upgrade - Koree Island

- WAS 30 Cowarra Dam Pump Station Upgrade

Executive Summary

The Quarterly Budget Review Statement (QBRS) is a statutory report prepared in compliance with Sections 202 and 203 of the Local Government (General) Regulation 2021. It aligns with the Integrated Planning and Reporting Guidelines, ensuring that estimated income and expenditure outlined in the Operational Plan's revenue policy are monitored and updated. The QBRS provides a snapshot of actual financial performance, revises projections for the remainder of the year, and facilitates necessary budget adjustments on a quarterly basis. This process enhances transparency and keeps councillors, and the community informed about progress against both the original and revised budgets.

To strengthen the connection between financial management and corporate strategy, this report consolidates the Quarterly Budget Review Statement and the 2024–2025 Operational Plan First Quarter Status Report (as of 31 December 2024), which were previously presented separately.

Key Points

· 91% of Operational Plan actions have been Completed or are On Track year-to-date

· 21 actions have been identified as Off Track and this report seeks approval for the deferral of 13 of these actions which have been impacted by external delays

· Council previously resolved to defer 13 actions in Quarter 1, with 12 postponed to later years beyond the four-year Delivery Program period

· An additional 88 Actions/Projects were introduced through 2023–2024 carry-overs and the Monthly Budget Review process, with 85 Actions either completed or On Track

Discussion

Quarterly Budget Review Statement

The Quarterly Budget Review Statement provides a summary of the Council’s financial position at the end of the first, second, and third quarters of the financial year. It serves as a key mechanism for keeping councillors and the community informed about the Council’s progress against its adopted budget.

While regulations mandate the preparation of quarterly revised estimates of income and expenditure through the QBRS, Port Macquarie-Hastings Council proactively adopts budget variations on a monthly basis to ensure greater financial responsiveness.

Attachment 1 – December 2024 Quarterly Budget Review Statement includes the mandated components of the Quarterly Budget Review Statement as prescribed by the NSW Local Government Code of Accounting Practice and Financial Reporting. It also provides commentary on significant variances and financial impacts.

Confidential Attachment 2 – December 2024 Quarterly Budget Review – Consultancy Engagements contains information that, if disclosed, could confer a commercial advantage on a party with whom the Council is conducting or proposing to conduct business, in accordance with Section 10A(2)(c) of the Local Government Act 1993.

While regulations mandate the preparation of quarterly revised estimates of income and expenditure through the Quarterly Budget Review Statement, Port Macquarie-Hastings Council implements budget variations on a monthly basis to ensure greater financial flexibility and responsiveness.

Summary of Year to Date Results to 31 December 2024

	YTD Actuals ($000)	YTD Budget ($000)	YTD Actuals as a % of Budget	Projected Year End ($000)
Total Income	166,412	167,922	99.1%	280,838
Total Expenses (Operating)	98,626	105,357	93.6%	219,549
Operating Result before Capital - Surplus/(Deficit)	48,233	52,653	91.6%	(11,618)
Capital Expenditure	68,827	91,649	75.1%	218,790

(Table data extracted from Attachment 1 - December 2024 Quarterly Budget Review Statement)

The projected year end operating result before capital (deficit of $11.6m) remains consistent with the original budget. This will be monitored closely throughout the remainder of the financial year.

Total Income is tracking slightly below budget (99.1%), primarily due to operating grants and contributions tracking at 47.2% of budget. This variance represents a timing issue between the budget phasing of revenue and when grant contributions are received. This is offset somewhat by above budget interest returns from Council’s investment portfolio due to interest rates remaining higher for longer than anticipated in the budget.

Operating expenditure remains below the year-to-date (YTD) budget (93.6%), largely due to lower-than-budgeted employee costs, and material and contract expenses also tracking below budgeted levels. The continuation of this trend will depend on the spending profile of several large maintenance programs over the remainder of the year, which will be closely monitored in subsequent quarters.

Capital expenditure is also significantly below the YTD budget (75.1%) by $23 million. The lower than budget performance partially reflects the underspend of off-track capital projects which have been requested for deferral as part of the Operational Plan component of this report. The lower capital spend is also influenced by the timing of contractor payments, which are expected to increase in the latter months and align with budget levels by the end of the year.

Budget variations and carry-overs adopted throughout the financial year have generally not had a material impact on most of the forecasted T-Corp ratios in the original budget. However, the projected Operating Performance Ratio, Unrestricted Current Ratio, and rates outstanding are projected to deteriorate slightly and will be continually monitored over the coming quarters.

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:

2024-2025 Operational Plan Status Report

This status report represents second quarter progress of the 2024-2025 operational year and provides details to inform both Council and the community on progress of Actions/Projects contained within the 2024-2025 Operational Plan.

Delivery against the 2024-2025 Operational Plan to date is 91%.

Reporting for the 2024-2025 Operational Plan continues as per the Action/Project status categories and definitions contained within the following table.

Status		When to Report this status
a	Completed	The Action/Project has met the Performance Measurement criteria detailed in the Operational Plan.
n	Progressing as Scheduled	The Action/Project is continuing to progress and is expected to meet the Performance Measurement criteria and timeline detailed in the Operational Plan.
n	Council approved Action Deferred / Not Progressing	The Action/Project has been deferred to outer years, or the Project will not continue. There has been a Council Resolution to: · defer or cease the Action/Project via a Council Report · inclusion in outer year’s adopted Operational Plans · or as an approved budget carry forward request or other adjustment via a Council Report.
n	Actions Postponed by Council	The Action/Project has been deferred or postponed beyond the four year view of the Deliver Program, and in some cases beyond the view of the Long Term Financial Plan.
n	Off Track	The Action/Project will not meet the Performance Measurement criteria detailed in the Operational Plan.

The 2024–2025 Operational Plan includes a total of 265 actions and projects, with the following status updates:

· 231 are either completed or progressing as scheduled

· 13 have been approved for deferral/postponement from the Q1 report

· 21 are off track at December 2024, with 13 being requested for deferral as part of this report

For this report, Operational Plan outcomes have been categorised by directorate. The accompanying table provides a breakdown of the number of actions and their status to 31 December 2024.

The Delivery rate of 91% is calculated by dividing the number of Completed/On Track Actions and Projects (230) by the total number of Actions/Projects (265), excluding those that have been Deferred or Postponed.

A detailed summary of outcomes achieved for each Operational Plan Action/Project is provided in Attachment 3 – 2024–2025 Operational Plan Quarterly Progress Report for the quarter ending 31 December 2024.

Actions identified as Off Track are outlined in Attachment 4 – 2024–2025 Operational Plan Quarterly Exception Report for the same period.

There are 13 Actions/Projects identified as Off Track for which Council approval is sought to defer to a later date. Subject to Council approval, the budget adjustments associated with the deferral of these Actions will be considered by council at its Ordinary Meeting to be held 20 March 2025.

Community Infrastructure

Stormwater, Drainage & Flooding

SDF 01 West Port (Buller Street) Flood mitigation works, Port Macquarie

Off Track.

Design works progressing to finalisation for highest priority upgrades. Construction commencement is expected to occur mid-year 2025 to allow sufficient time to address unforeseen underground utility conflicts that have been identified that require resolution ahead of construction.

Based on the current project program and associated budget phasing a budget carry forward to 2025/26 is planned.

As a result, Council approval is sought to defer this action for completion in the 2025-2026 Operational Plan.

Community, Planning & Environment

Health & Building Regulation

HBR 01 On-site Sewage Management Policy

Off Track.

Budget $100,000

Currently pending the State Government to publish updated Environment and Health Protection Guidelines: Onsite Wastewater Management (which was due for release in early 2024). The updated guidelines will guide the On-site Management Policy review.

As a result, Council approval is sought to defer this action for completion in the 2025-2026 Operational Plan.

Spaces and Places

SPA 03 Amethyst Way Reserve, Port Macquarie

Off Track

Budget $98.500

Amethyst Way playground has been assessed as safe and in a compliant state and therefore will not need renewal until 2029.

A request to have the current budget for this project reallocated to Wallace Reserve (SPA 09_L 3.2) and Waterlily Reserve (SPA 10_L 3.2) upgrades has been completed.

As a result, Council approval is sought to defer this action for completion in the 2028-29 Operational Plan.

SPA 06 Rainbow Beach Local Park, Lake Cathie/Bonny Hills

Off Track.

Budget $307,220

Site has been identified in the Open Space contributions plan, however, is reliant on the Developer to progress acquisition. Works associated with Voluntary Planning Agreement (VPA) and the project is to acquire land for park development, the land has not yet been unlocked by the developers. Refer also to OP Ref: SPA 07_L3.2.

As a result, Council approval is sought to defer this action for completion at a later date, upon completion of the acquisition.

SPA 07 Rainbow Beach, Lake Cathie/Bonny Hills

Off Track.

Budget $306,199

As a result, Council approval is sought to defer this action for completion at a later date, upon completion of the acquisition.

SPA 12 Camden Haven Surf Club Building

Off Track.

Budget $200,000

Concept design development and engagement commenced. However, issues with Land Tenure (unidentified crown land) and Native Title Claims have been identified and are currently being worked through with Crown Lands.

As a result, Council approval is sought to defer this action for completion upon resolution of Land Tenure and Native Title Claims.

SPA 27 Hastings Regional Sporting Complex

Off Track.

Budget $460,500

Land acquisitions delayed due to residents' probate activities. Site works cannot commence until acquisitions finalised.

As a result, Council approval is sought to defer this action for completion in the 2025-2026 Operational Plan.

SPA 31 Port Macquarie Regional Stadium Upgrades

Off Track - Proposed to Defer Action Completion.

Budget $115,300

Delays in delivery are due to the Contractor going into administration, which has led to delays with procurement timing of materials. Installation of upgrades at the stadium are now planned to be completed in 2025-26.

As a result, Council approval is sought to defer this action for completion in the 2025-2026 Operational Plan.

SPA 36 Thrumster Sports Fields

Off Track.

Budget $10,200,000

Awaiting Developers to complete required preliminary work on site. Construction cannot commence until acquisition approvals are complete. Refer to OP Ref: SPA 35_L 3.2.

As a result, Council approval is sought to defer this action for completion in the 2025-2026 Operational Plan.

Community Utilities

Sewerage

WAW 02 Thrumster Wastewater Treatment Scheme

Off Track - Proposed to Defer Action Completion.

Budget $8,600,000

Environmental Impact Statement (EIS) submitted with exhibition period complete. Comments on the EIS from the public and agencies advice received. Engagement of the Consultant for response to advice and comments is ongoing, including further archaeological heritage assessment having been undertaken. This further review has presented a delay to the project program and subsequent approval of the EIS.

Expression of Interest for participation in Early Tenderers Involvement (ETI) is complete, and workshops with shortlisted respondents undertaken to complete ETI phase. Issue of select Request for Tender is Pending Financial Affordability Assessment and finalisation of response submission for the EIS exhibition.

A budget adjustment will be undertaken to address the reduced expected spend during the current 2024-2025 Operational Plan year based on the expected construction commencement timing being in 2025/26 and the associated project program and budget phasing of this multi-year project.

It is noted that decision making for the project approval is not within the control of Council and is accordingly a project risk for construction commencement.

Water Supply

WAS 23 Telegraph Point Clearwater Capacity Upgrade

Off Track.

Budget $1,000,000

Survey/environmental/geotechnical investigations are progressing. Landowner discussions are underway to confirm the concept arrangement. Negotiations with the landowner are progressing slower than expected which has delayed design progress. As this project is multi-year delivery, based on the current project program and associated budget phasing a budget carry forward to 2025/26 is planned. As design works will not be to the stage as outlined in the performance measure, the measure is shown as off track. A minor delay in delivery can be managed within operations.

As a result, Council approval is sought to defer this action to the 2025-2026 Operational Plan.

WAS 28 Pumps Renewal and VSD upgrade - Koree Island

Off Track

Investigations completed has confirmed a Variable Speed Drive (VSD) is no longer required. Procurement is underway to secure an additional pump to become a rotatable spare to allow for redundancy and risk mitigation for our largest pump station. The need to change the project scope has resulted in a delay in delivery.

Based on the current project program and associated budget phasing a budget carry forward to 2025/26 is planned. As works will not be complete the performance measure is shown as off track. A minor delay in delivery can be managed within operations.

As a result, Council approval is sought to defer this action to the 2025-2026 Operational Plan.

WAS 30 Cowarra Dam Pump Station Upgrade

Off Track

The Procurement has been substantially completed, with Council resolving to "reject all and negotiate".

Negotiations are continuing, however, some delays have been experienced in responses from potential suppliers.

Lead time in the acquisition of pumps and equipment associated with this project are expected to be circa 26 weeks. In view of the foregoing, completion of Cowarra Dam Pump Station upgrades is expected in the first half of the 2025/26 financial year. Based on the current project program and associated budget phasing a budget carry forward to 2025/26 is planned.

As a result, Council approval is sought to defer this action to the 2025-2026 Operational Plan.

These items are currently identified as Off Track.

Additionally, Council approved the deferral of 13 actions from the 2024–2025 Operational Plan in the first quarter of the financial year. Of these, 12 were postponed and reclassified under the Actions Postponed by Council category.

A detailed breakdown of these postponed actions is provided in Attachment 5 – 2024–2025 Operational Plan Quarterly Exception (Actions Postponed) Report for the same period.

Delivery Status of Significant Projects

At the Ordinary Meeting on 16 November 2023, Council requested that Quarterly Operational Plan Status Reports, along with additional commentary, be provided for key projects. This request was made in recognition of the Thrumster Wastewater Treatment Plant and the Water Treatment/Filtration Plant at Cowarra Dam – Pre-Construction as State Significant Infrastructure Projects.

WAW 02 Wastewater Treatment Plant (WWTP) - Thrumster Wastewater Treatment Scheme

The Thrumster Wastewater Scheme supports the significant residential growth in the western region of Port Macquarie, encompassing Thrumster and Sancrox. The scheme aims to meet the growing demand for wastewater services, while minimising environmental impacts and promoting community health and safety. The scheme has received State Significant Infrastructure (SSI) status, highlighting its importance to regional growth.

The scheme includes the construction of a new wastewater treatment plant (WWTP), new pipelines for improved connectivity, and other essential infrastructure such as a water recycling plant in Thrumster.

The Performance Measure contained in the 2024-25 Operational Plan is Environmental Impact Statement approved; Phase 1 of delivery procurement complete with early contractor involvement commenced.

2024-2025 Operational Plan Status as at 31 December 2024

Off Track - Proposed to Defer Action Completion.

It is noted that decision making for the project approval is not within the control of Council and is accordingly a project risk for construction commencement.

As a result, Council approval is sought to defer the Environmental Impact Statement approval component of the action to the 2025-2026 Operational Plan.

WAS 04 Water Network Planning - Cowarra Water Scheme

The Cowarra Water Supply Scheme including a new water treatment plant (WTP), clear water reservoir and trunk main to service the water reticulation systems of Sancrox, Thrumster, Port Macquarie and Camden Haven regions.

The project aims to deliver reliable filtered water for the growing population of Port Macquarie-Hastings. The Cowarra Water Supply Scheme strives to guarantee a sustainable and high-quality water supply. With an estimated current population of 86,400 projected to grow by 16.5% to approximately 100,700 by 2041, the scheme is specifically designed to provide reliable filtered water, ensuring the wellbeing of our residents well into the future.

The Performance Measure contained in the 2024-25 Operational Plan is Construction contractor engaged and detailed design of the Cowarra Water Scheme commenced.

2024-2025 Operational Plan Status as at 31 December 2024

Off Track.

Response to community comment and Agencies' advice on the Environmental Impact Statement is planned for submission early quarter 3. This follows the completion of review and revision of selected studies/assessments in response to comments received. Minister's approval for the required land acquisition from NSW Forestry was achieved late quarter 2, a significant milestone in the project's delivery.

Early Tenderers Involvement completed following expression of interest phase of the procurement. A select Request for Tender is planned to be issued to the shortlisted respondents in quarter 3, prior to contact award in quarter 1 of 2025/26.

As this project is multi-year delivery, based on the current project program and associated budget phasing a budget carry forward of construction funding to 2025/26 is planned. As a tender will not be awarded the performance measure is shown as off track.

TPT 12 Ocean Drive Duplication - Construction Phase

Completed.

This performance measure of ‘Continued construction of the Ocean Drive Duplication project with completion of segmental arch extensions and associated retaining walls and the commencement of Southbound Carriageway construction’ was achieved in December 2024.

Arch extensions and associated retaining walls are complete with a major traffic switch implemented in December 2024. Pedestrian access through the two arch underpasses was reopened in conjunction with this traffic switch.

Southbound carriageway construction has commenced in December 2024 with the project on track for completion late 2025.

2023-2024 Carry Overs and 2024-2025 Monthly Budget Adjustments

In addition to the 265 actions adopted in the 2024–2025 Operational Plan, Council has approved 88 additional actions/projects, comprising 55 carry-over actions from 2023–2024 and 33 actions resulting from 2024–2025 monthly budget adjustments. The total value of these additional actions/projects is $18,127,224.

Across the combined budget reviews and 2023–2024 Operational Plan carry-overs:

· 24 actions have been completed

· 61 actions are on track

· 3 actions have been identified as off track

A detailed list of these projects is provided in Attachment 6 – 2023-24 Carry Overs and Monthly Budget Reviews Status Report.

Options

Council may adopt the recommendation or amend as required.

The Quarterly Budget Review Statement is a statutory report prepared in accordance with sections 202 and 203 of the Local Government (General) Regulation 2021 (‘Regulations’). The consideration of the 2024-2025 Operational Plan Quarterly Progress Report Quarter ended 31 December 2024 in conjunction with the Quarterly Budget Review Statement aligns with the principles of the Integrated Planning and Reporting guidelines.

Community Engagement & Internal Consultation

Internal consultation was undertaken with:

· Chief Executive Officer, Directors, Executive and Group Managers.

· All staff reporting against the 2024-2025 Operational Plan.

· Chief Financial Officer.

· Planning and Reporting Development Officer; and

· Statutory Reporting Officer.

Planning & Policy Implications

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

Financial & Economic Implications

As indicated in the Quarterly Review Budget Statement, the projected operating result for Council on a consolidated basis, as at 31 December 2024, is a deficit of $11.618m. As at 31 December 2024 there was a cash balanced budget for 2024-2025.

This report has no direct financial implications. Quarterly Budget Review Statements align with the reporting period referenced in this report.

Despite maintaining a balanced budget position, several factors continue to impact the operating deficit, including:

· Rate Peg restrictions: Council’s primary revenue stream—rates and annual charges—is capped each year by the Independent Pricing and Regulatory Tribunal (IPART). This limits revenue growth while service delivery demands increase due to population growth. In recent years, costs have risen faster than revenue generation.

· Economic and external pressures: Global economic conditions and domestic events, such as natural disasters, have led to higher material and resource costs and supply chain disruptions, resulting in significant cost escalations.

· Increased maintenance expenditure: Council has strategically increased funding for core infrastructure maintenance, including roads, drainage, and parks.

· Cost shifting: The transfer of financial responsibility from other levels of government continues to add pressure on Council’s budget.

As highlighted during the development of the Operational Plan and original budget, the immediate impact of these challenges has been partially offset by the strategic use of internal reserves. While a negative operating result is manageable in the short term, ensuring Council’s long-term financial sustainability remains a key priority.

To address this, Council will continue to focus on improving the General Fund operating result, particularly through the Improvement Plan.

Attachments

1. December 2024 Quarterly Budget Review Statement

2 . Confidential - December 2024 Quarterly Budget Review - Consultancy Engagements (Confidential)

3. 2024-2025 Operational Plan Quarterly Progress Report Quarter ended 31 December 2024

4 . 2024-2025 Operational Plan Quarterly Exception Report Quarter ended 31 December 2024

5 . 2024-2025 Operational Plan Quarterly Exception (Actions Postponed) Report Quarter ended 31 December 2024

6 . 2023-2024 Carry Overs and Monthly Budget Review Status Report as at 31 December 2024

AGENDA Ordinary Council

20/02/2025

Item: 10.09

Subject: Investments and Loans - December 2024

Presented by: Business and Performance, Keith Hentschke

Alignment with Delivery Program

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

RECOMMENDATION

That Council note the Investment and Loans Report for December 2024.

Executive Summary

· All Council investments comply with Section 625 of the Local Government Act 1993 and Council’s Investment Policy.

· Council’s investment portfolio met all compliance requirements in December 2024 and throughout the financial year to date.

· Returns on invested funds have exceeded year-to-date budget expectations by $1,876,097. However, potential interest rate cuts in the second half of 2024‑2025, as predicted by some analysts, may impact this trend.

· For the financial year to date, Council’s investment portfolio (excluding cash holdings) achieved an actual return of 1.69% (3.39% annualised), slightly underperforming the benchmark AusBond Bank Bill Index return of 2.24% (4.50% annualised).

· This underperformance is primarily due to sustained higher interest rates and Council’s existing term deposits made during a low-inflation period when rate increases were not anticipated.

· The loans portfolio is currently benefiting from lower average rates compared to new investments, resulting in a positive net exposure to interest rates for Council.

Discussion

Clause 212 of the Local Government (General) Regulation 2021 requires the Responsible Accounting Officer to provide Council with a monthly report on all funds invested under Section 625 of the Local Government Act 1993. This report must certify that all investments comply with the Act, the Regulations, the revised Investment Order issued by the Minister for Local Government, and Council’s Financial Investment Policy.

This report outlines the status of Council’s investment and loan portfolios as of 31 December 2024. Attachments 1 (Port Macquarie-Hastings Council Investment Report) and 2 (Port Macquarie-Hastings Council Portfolio Valuation), prepared by Council’s Investment Advisors, Arlo Advisory, provide a detailed analysis of the investment portfolio’s performance for December 2024.

Investment Portfolio

Council’s investments primarily consist of:

· Externally restricted funds under the Local Government Act (e.g., Water and Sewer), which are designated for specific purposes and cannot be used for general operations.

· Funds allocated for specific projects, to be expended based on the timing of future works and project delivery schedules.

A detailed breakdown of investments by external and internal restrictions as of 31 December 2024 is provided below.

	Amount $	% of total
Externally Restricted
Water Fund	157,964,325	39%
Water Reserve	91,031,583	23%
Developer Contributions	66,932,742	17%
Sewer Fund	54,088,826	14%
Sewer Reserve	27,729,732	7%
Developer Contributions	26,359,094	7%
Waste Fund	25,240,875	6%
General Fund	128,209,876	32%
General Reserves	40,943,131	10%
Developer Contributions	87,266,745	22%
Total Externally Restricted	365,503,902	91%
Internally Restricted
General Fund	34,439,183	9%
Total Internally Restricted	34,439,183	9%
Total Investments	399,943,086	100%

The 2024-2025 Long-Term Financial Plan projects that Water, Sewer, and Waste investments—totalling $237.3 million (60% of total investments)—will be fully utilised over the next 10 years to fund key infrastructure projects, including the Cowarra Water Treatment Plant, Thrumster Sewerage Treatment Plant, and the Kew Sewerage Treatment Plant Upgrade.

General Fund investments are nearly fully allocated, with the following breakdown as of the end of the 2023-2024 financial year:

· Developer Contributions:

$87.3 million (22% of total investments) is restricted to funding growth-related infrastructure in accordance with adopted plans. These funds cannot be used for existing infrastructure or projects outside the approved plans.

· Unexpended Grants:

$34.3 million (9% of total investments) consists of grant funding received for specific purposes but not yet expended.

· Deposits and Bonds:

$7.9 million (2% of total investments) represents security bonds that will be returned to suppliers upon project completion.

· Working Capital:

$7.1 million (1.8% of total investments) is maintained as a reserve for urgent or emerging priorities. This amount is modest relative to the size of the organization but reflects sound financial management.

· Committed Works:

$3.8 million (1% of total investments) is allocated for works scheduled for delivery in 2024-25 or future years.

· Plant Replacement:

$4.5 million (1% of total investments) is designated for vehicle and major plant replacements, funded through plant hire fees.

· Employee Leave Entitlements:

$3.8 million (1% of total investments) is reserved for employee leave liabilities.

The remaining investments are distributed across multiple internal reserves earmarked for specific purposes, including projects already included in Council’s 10-year works program.

Details of investment movements during December 2024 are outlined below.

Activity	Amount $	Institution	Rate	Term	Funds Fossil Fuel
Matured	2,000,000	Westpac	1.62%	3yrs	Yes
Matured	5,000,000	Bank Vic	5.45%	1yr	No
Matured	5,000,000	ICBC	1.92%	3yrs	Yes
Matured	5,000,000	NTTC	0.90%	3yrs	Yes
Withdrawal	0	Westpac	4.60%	On Demand	Yes
Total Matured	17,000,000
Deposit	13,111,302	Westpac	4.60%	On Demand	Yes
Invested	5,000,000	MyState	5.15%	1yr	No
Invested	5,000,000	BOQ	4.80%	2yrs	Yes
Total New Investments	23,111,302
Net Investment Movement being the difference in principal invested at end of month & excluding Investment Earnings	6,111,302

The following graph shows total investments by type on a rolling 12-month basis.

The maturity profile of investments (excluding the cash management account, which is on call) is shown below, demonstrating a well-balanced distribution of maturities over the next 3 to 5 years, in line with Council’s Investment Policy.

The average interest rate on maturities in 2024-2025 reflects the impact of longer-term investments made prior to the interest rate decline during the COVID-19 pandemic. The Movements in Investments table above highlights investments with lower interest rates maturing in December 2024, which are largely being reinvested at higher rates. This shift will help enhance Council’s performance in relation to key metrics such as the budget and the AusBond Bank Bill Index.

The following is a summary of Council’s exposure to financial institutions that finance fossil fuels.

Financial institutions funding fossil fuels	Purchases since 01/07/24	Purchases since 01/07/24	Amount invested at 31/12/24	Amount invested at 31/12/24
Yes	22,076,760	41%	291,943,086	73%
No	32,000,000	59%	108,000,000	27%
	54,076,760		399,943,086

Further commentary on fossil fuel investments can be found in the attached Monthly Investment Report (Attachment 1) prepared by Arlo Advisory.

In its investment decisions, Council seeks multiple quotes from a range of financial institutions across various rating levels. When a bank does not lend to the fossil fuel industry, offers the highest rate, and complies with Council's Policy risk limits, Council prioritises that bank in alignment with the Investment Policy.

The following table presents the interest returns as of 31 December 2024 for 2024-2025 and compares the portfolio's performance against the benchmark (Bank Bill Index).

Item	Performance
Interest for the Month ($)	1,242,041
Interest YTD ($)	7,237,492
% of Annual Budget Rec'd	67%
Portfolio Performance FYTD Actual (%)	1.69%
AusBond Bank Bill Index FYTD Actual (%)	2.24%
Performance Compared to Bank Bill Index (%)	-0.55%

Loan Portfolio

A detailed table of council’s borrowings is provided at Attachment 3. The following table summarises Council’s loans by Fund and interest expense for December 2024.

Fund	Amount Borrowed	Outstanding Balance	Weighted Average Interest Rate	Accrued Interest for Month	Remaining Repayments FYTD
General	66,144,755	10,566,632	4.28%	38,729	1,979,428
Waste	1,500,000	258,923	3.44%	1,000	89,291
Total	67,644,755	10,825,555		39,729	2,068,719

The maturity profile of the loans portfolio is shown below, providing details of when outstanding loan balances will be paid down, including the average interest rate payable.

Summary - Net Position Investments and Loans

Interest Analysis for the Month	Values $
Investment Interest Income	1,242,041
Loan Interest Expense	(39,729)
Net Interest Income for the Month	1,202,312
Investments Vs Borrowings
Total Current Investment Balance	399,943,086
Total Current Loan Balance	(10,825,555)
Net Position	389,117,531

As interest rates rise, Council is able to invest funds at higher rates, currently securing rates around 5.15%. With a significant portion of the loan portfolio locked in at lower average rates, Council is benefiting from a positive net exposure to interest rates. However, this position may come under pressure in the future, as upcoming loans are expected to incur higher rates.

Options

This is an information report.

Community Engagement and Internal Consultation

Council uses the services of an independent financial advisor, on an ongoing basis with investments. Council obtains regular updates regarding market activities positions from various institutions.

Planning and Policy Implications

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

Financial and Economic Implications

Budget levels have been exceeded on YTD basis. Returns are currently marginally below benchmark.

Certification

I hereby certify that the investments listed within this report were made in accordance with Section 625 of the Local Government Act 1993, clause 212 of the Local Government (General) Regulation 2012 and Council’s Investment Policy.

Rod Archer

Responsible Accounting Officer

Attachments

1. Port Macquarie Hastings Council Investment Report - 31 December 2024

2. Port Macquarie Hastings Council Portfolio Valuation - 31 December 2024

3. Port Macquarie Hastings Council Loan Repayments - 2024-2025

AGENDA Ordinary Council

20/02/2025

Item: 10.10

Subject: Investments and Loans - January 2025

Presented by: Business and Performance, Keith Hentschke

Alignment with Delivery Program

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

RECOMMENDATION

That Council note the Investment and Loans Report for January 2025.

Executive Summary

· All Council investments comply with Section 625 of the Local Government Act 1993 and Council’s Investment Policy.

· Council’s investment portfolio met all compliance requirements in January 2025 and throughout the financial year to date.

· Returns on invested funds have exceeded year-to-date budget expectations by $2,230,926. However, potential interest rate cuts in the second half of 2024-25, as predicted by some analysts, may impact this trend.

· For the financial year to date, Council’s investment portfolio (excluding cash holdings) achieved an actual return of 2.00% (3.42% annualised), slightly underperforming the benchmark AusBond Bank Bill Index return of 2.63% (actual), or 4.51% p.a. (annualised).

· This underperformance is primarily due to sustained higher interest rates and Council’s existing term deposits made during a low-inflation period when rate increases were not anticipated.

· The loans portfolio is currently benefiting from lower average rates compared to new investments, resulting in a positive net exposure to interest rates for Council.

Discussion

This report outlines the status of Council’s investment and loan portfolios as of 31 January 2025. Attachments 1 (Port Macquarie-Hastings Council Investment Report) and 2 (Port Macquarie-Hastings Council Portfolio Valuation), prepared by Council’s Investment Advisors, Arlo Advisory, provide a detailed analysis of the investment portfolio’s performance for January 2025.

Investment Portfolio

Council’s investments primarily consist of:

· Externally restricted funds under the Local Government Act (e.g., Water and Sewer), which are designated for specific purposes and cannot be used for general operations.

· Funds allocated for specific projects, to be expended based on the timing of future works and project delivery schedules.

A detailed breakdown of investments by external and internal restrictions as of 31 January 2025 is provided below.

	Amount	% of total
	$	% of total
Externally Restricted
Water Fund	157,964,325	41%
Water Reserve	91,031,583	24%
Developer Contributions	66,932,742	17%
Sewer Fund	54,088,826	14%
Sewer Reserve	27,729,732	7%
Developer Contributions	26,359,094	7%
Waste Fund	25,240,875	6%
General Fund	128,209,876	33%
General Reserves	40,943,131	11%
Developer Contributions	87,266,745	22%
Total externally restricted	365,503,902	95%
Internally Restricted
General Fund	20,554,543	5%
Total internally restricted	20,554,543	5%
Total investments	386,058,445	100%

The 2024-2025 Long-Term Financial Plan projects that Water, Sewer, and Waste investments - totalling $237.3 million (60% of total investments) - will be fully utilised over the next 10 years to fund key infrastructure projects, including the Cowarra Water Treatment Plant, Thrumster Sewerage Treatment Plant, and the Kew Sewerage Treatment Plant Upgrade.

General Fund investments are nearly fully allocated, with the following breakdown as of the end of the 2023-2024 financial year:

· Developer Contributions:

· Unexpended Grants:

$34.3 million (9% of total investments) consists of grant funding received for specific purposes but not yet expended.

· Deposits and Bonds:

$7.9 million (2% of total investments) represents security bonds that will be returned to suppliers upon project completion.

· Working Capital:

· Committed Works:

$3.8 million (1% of total investments) is allocated for works scheduled for delivery in 2024-25 or future years.

· Plant Replacement:

$4.5 million (1% of total investments) is designated for vehicle and major plant replacements, funded through plant hire fees.

· Employee Leave Entitlements:

$3.8 million (1% of total investments) is reserved for employee leave liabilities.

The remaining investments are distributed across multiple internal reserves earmarked for specific purposes, including projects already included in Council’s 10-year works program.

Details of investment movements during January 2025 are outlined below.

Activity	Amount $	Institution	Rate	Term	Funds Fossil Fuel
Matured	4,000,000	NAB	0.72%	4yrs	Yes
Withdrawal	10,000,000	Westpac	4.60%	On Demand	Yes
Total Matured	14,000,000
Deposit	115,360	Westpac	4.60%	On Demand	Yes
Total New Investments	115,360
Net Investment Movement being the difference in principal invested at end of month & excluding Investment Earnings	-13,884,640

The following graph shows total investments by type on a rolling 12-month basis.

The average interest rate on maturities in 2024-2025 reflects the impact of longer-term investments made prior to the interest rate decline during the COVID-19 pandemic. The Movements in Investments table above highlights investments with lower interest rates maturing in January 2025, which are largely being reinvested at higher rates.

This shift will help enhance Council’s performance in relation to key metrics such as the budget and the AusBond Bank Bill Index.

The following is a summary of Council’s exposure to financial institutions that fund fossil fuels.

Financial institutions funding fossil fuels	Purchases since 01/07/24	Purchases since 01/07/24	Amount invested at 31/01/25	Amount invested at 31/01/25
Yes	22,076,760	41%	278,058,445	72%
No	32,000,000	59%	108,000,000	28%
	54,076,760		386,058,445

Further commentary on fossil fuel investments can be found in the attached Monthly Investment Report (Attachment 1) prepared by Arlo Advisory.

The following table shows the interest returns as of 31 January 2025 for 2024-25 and the portfolio performance against benchmark (bank bill Index).

Item	Performance
Interest for the Month ($)	1,248,395
Interest YTD ($)	8,485,886
% of Annual Budget Rec'd	79%
Portfolio Performance FYTD Actual (%)	2.00%
AusBond Bank Bill Index FYTD Actual (%)	2.63%
Performance Compared to Bank Bill Index (%)	-0.63%

Loan Portfolio

The following table presents the interest returns as of 31 January 2025 for 2024-25 and compares the portfolio's performance against the benchmark (Bank Bill Index).

Fund	Amount Borrowed	Outstanding Balance	Weighted Average Interest Rate	Accrued Interest for Month	Remaining Repayments FYTD
General	66,144,755	10,566,632	4.28%	38,448	1,979,428
Waste	1,500,000	258,923	3.44%	756	89,291
Total	67,644,755	10,825,555		39,204	2,068,719

The maturity profile of the loans portfolio is shown below, providing details of when outstanding loan balances will be paid down, including the average interest rate payable.

Summary - Net Position Investments and Loans

Interest Analysis for the Month	Values $
Investment Interest Income	1,248,395
Loan Interest Expense	(39,204)
Net Interest Income for the Month	1,209,191
Investments Vs Borrowings
Total Current Investment Balance	386,058,445
Total Current Loan Balance	(10,825,555)
Net Position	375,232,890

Options

This is an information report.

Community Engagement and Internal Consultation

Council uses the services of an independent financial advisor, on an ongoing basis with investments. Council obtains regular updates regarding market activities positions from various institutions.

Planning and Policy Implications

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

Financial and Economic Implications

Budget levels have been exceeded on YTD basis. Returns are currently marginally below benchmark.

Certification

Rod Archer

Responsible Accounting Officer

Attachments

1. Port Macquarie Hastings Council Investment Report - 31 January 2025

2. Port Macquarie Hastings Council Portfolio Valuation - 31 January 2025

3. Port Macquarie Hastings Council Loan Repayments - 2024-2025

AGENDA Ordinary Council

20/02/2025

Item: 10.11

Subject: Quadruple Bottom Line Obligations

Presented by: Community, Planning 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 report on Council’s Quadruple Bottom Line Obligations.

2. Note how the obligations are presently met and opportunities to amplify the application of Quadruple Bottom Line in Council decision making and reporting.

Executive Summary

The Ordinary Council Meeting held on 12 December 2024 included a Council resolution on Item 10.05 Notice of Motion - Quadruple Bottom Line Obligations as follows:

10.05 NOTICE OF MOTION - QUADRUPLE BOTTOM LINE OBLIGATIONS

That Council:

1. Request the Chief Executive Officer provide a report to the February

2025 Ordinary meeting of Council that details proposed plans to

progress embedding structured and data driven consideration of

Quadruple Bottom Line (QBL) into Council decision making, including

but not limited to:

(a) Inclusion of QBL implications/considerations in all Council

reports as a standard item for consideration

(b) The Integrated Planning and Reporting (IP&R) framework and

suite of documents and QBL outcomes being reported on in

Council’s Annual Report

2. Request the Chief Executive Officer to facilitate a Councillor Workshop

in March 2025 regarding item 1 above and the implications for delivery

of Council’s 2025-2026 IP&R suite of documents including the

following:

(a) Costs likely to be associated with actioning the outcome of

Council’s consideration of item 1 in the draft 2025-2026 IP&R

documents.

(b) Resourcing available or required to support progressing the plans

to embed a structured and data driven consideration of Quadruple

Bottom Line (QBL) into Council decision making, including but

not limited to external organisations such as the Joint

Organisation and establishing a community reference group or

advisory committee.

The purpose of this report is to provide the information requested in item 1 of the Council resolution.

The Local Government Act 1993 (NSW) includes guiding principles for decision making as follows:

“The following principles apply to decision-making by councils (subject to any other applicable law)—

(a) Councils should recognise diverse local community needs and interests.

(b) Councils should consider social justice principles.

(c) Councils should consider the long term and cumulative effects of actions on future generations.

(d) Councils should consider the principles of ecologically sustainable development.

(e) Council decision-making should be transparent and decision-makers are to be accountable for decisions and omissions.”

The Local Government Act 1993 (NSW) also includes principles of sound financial management as follows:

The following principles of sound financial management apply to councils—

(a) Council spending should be responsible and sustainable, aligning general revenue and expenses.

(b) Councils should invest in responsible and sustainable infrastructure for the benefit of the local community.

(c) Councils should have effective financial and asset management, including sound policies and processes for the following—

(i) performance management and reporting,

(ii) asset maintenance and enhancement,

(iii) funding decisions,

(iv) risk management practices.

(d) Councils should have regard to achieving intergenerational equity, including ensuring the following—

(i) policy decisions are made after considering their financial effects on future generations,

(ii) the current generation funds the cost of its services.

Council’s satisfy the principles set out in the Local Government Act 1993 (NSW) through a range of practices and frameworks that emphasise accountability, transparency, community participation and sustainable effective use of resources.

The Quadruple Bottom Line (QBL) is one method to satisfy the Local Government Act (NSW) principles. Council have introduced the QBL principles into risk management, planning and community consultation and plan to evolve the use of QBL further in reporting in the future.

The value of QBL to Council is that it balances a leadership element supporting financial, environmental and social considerations. The risks to effective use of QBL include but are not limited to:

1. Ambiguity in terms of reference

2. Challenges in measurement

3. Superficial implementation that is not embedded in strategic decision making

4. Common misunderstandings about language and the application of QBL

To overcome these risks, it is essential Council include well defined frameworks and a genuine commitment to balanced decision making. It is essential that Council needs to use the Local Government Act 1993 (NSW) principles and integrate QBL into the strategic processes rather than apply a cosmetic treatment to existing practices.

It is considered that QBL suffers from misunderstandings and misinterpretation because of its title. The inference in the name that it is a process exercise or overemphasises reporting through the production of a bottom line for metrics that vary in qualitative and quantitative outcomes is a risk to effective use of the model.

As Council continues its evolution of strategic decision making it may consider using a title for QBL that is more reflective of the model’s strategic decision-making role and balancing the impacts of these decisions with visibility from all stakeholders.

This report will identify the strengths and weaknesses of the QBL model, the use of the model presently in Council, the opportunities for further evolution of the QBL model use and the resource impact considerations of embedding the QBL model.

Discussion

Council satisfies the principles set out in the Local Government Act 1993 (NSW) through a range of practices and frameworks that emphasise accountability, transparency, community participation and sustainable effective use of resources.

The Quadruple Bottom Line (QBL) is one method to satisfy the Local Government Act (NSW) principles. Council has introduced the QBL principles into risk management, planning and community consultation and plan to evolve the use of QBL further in reporting in the future.

THE EXISTING PRACTICES AND FRAMEWORKS EXCLUSIVE OF QBL

Council satisfies the principles of the Local Government Act 1993 (NSW) through an integrated approach. The following addresses existing practices that satisfy the Local Government Act 1993 (NSW) principles exclusive of the discrete and specific application of QBL, however it is noted that the QBL principles are inherent in some of the elements.

1. TRANSPARENT DECISION MAKING

Open Meetings and Public Records

Council holds public meetings and publish detailed agenda, minutes and decision rationales. This ensures decisions are visible and justifiable to the community.

Documentation and Reporting
Council maintains comprehensive records of processes, evaluations and decisions. Regular reporting to elected members and the public demonstrates accountability.

2. EVIDENCE BASED POLICY AND PLANNING

Data Driven Decisions

Council maintains comprehensive records of processes, evaluations and decisions including financial audits, risk management and performance and identifies options and recommendations in reports to Council.

Strategic Planning Frameworks

Council has developed integrated strategic plans that set out clear goals, priorities and resource allocation that align with the community identified needs and legislative requirements.

3. STAKEHOLDER CONSULTATION

Community Consultation and Workshops

Council organises community forums, surveys and workshops to gather feedback on policy proposals, strategy and plan development, projects or changes to services or service levels. This ensures that decisions reflect local community priorities.

Targeted Engagement Initiatives

Council organises opportunities for targeted groups to engage on specific issues to ensure detail is gathered on feedback to initiatives that impact represented community groups disproportionately in a positive or negative manner.

Clear Communication Channels

Council uses multiple communication platforms to keep the community informed and engaged. This maximises opportunities for engagement outcomes to be as representative of the broader community as possible.

4. FNANCIAL AND OPERATIONAL EFFICIENCY

Robust Budgeting and Forecasting Processes

Council has matured its financial budgeting and forecasting processes to improve long term fiscal planning. This helps ensure that funds are allocated efficiently and that investments deliver tangible benefits.

Strategic Planning Reporting

The framework for reporting in the Integrated Planning and Reporting suite of documents ensures regular monitoring provides opportunity to track progress and identify areas of improvement or reprioritisation.

5. Risk Management and Quality Assurance

Risk Assessment Frameworks

Council continues to develop risk management processes that identify potential issues early and develop mitigation strategies. This minimises the chance of inefficient or ineffective resource use.

Quality Assurance Programs

Council uses internal audits and third party evaluations to maintain high standards across all council operations. Continuous improvement processes help refine practices over time.

6. PROMOTING SUSTAINABLE AND RESPONSIBLE DEVELOPMENT

Integrated Planning Approaches

Sustainable Development Principles

Council has strategic planning principles and development frameworks that focus on long term community wellbeing, economic resilience and environmental stewardship.

Holistic Impact Assessments

Council considers in its strategies and planning, project prioritisation and policies an impact assessment that includes economic, social and environmental factors. This ensures a balanced view of immediate and long term outcomes. Council is maturing in its holistic impact assessments and whole of life cycle costing in each application.

Community Wellbeing and Social Impacts

Social Impact Assessments

Council evaluates how policies and projects impact community wellbeing, social wellbeing of the community and the local culture of a community. This can at times involve partnering with local organisations to assess and monitor outcomes.

Diversity Focussed Initiatives

Council implements programs aimed at recognition of the diversity of the community and considering the representation and respect for all members of the community. Council recognises individuals and acknowledge the various and many demographic groups of which any individual may have membership at any given time.

Council has adopted robust governance practices, engaging meaningfully with the community, employing data driven planning and performance management, and integrating risk and quality assurance measures.

Council can fully satisfy the principles outlined in the Local Government Act 1993 (NSW). These approaches ensure accountability, transparency, efficient resource management, and community responsiveness, fulfilling legislative requirements without relying on the QBL model. Each of these strategies are being evolved to local contexts, ensuring that decisions remain both effective and aligned with the community’s long-term interests.

EXISTING QBL APPLICATION AND PLANS TO AMPLIFY ITS APPLICATION

Whilst Council meets its legislative obligations by the mechanisms outlined in this report, it is recognised that the appropriate application of QBL in a strategic context is useful and may assist in clarity of integrated strategies and performance reporting. The following are examples of where QBL is proposed to be embedded in the business in a formal manner.

Draft Community Strategic Plan Review

Council staff are reviewing the Community Strategic Plan (CSP) as a legislative element of the preparation of the IP&R suite of documents.

The identified areas for continuous improvement being considered include:

1. A Community Strategic Plan Summary on a page

2. The high level objectives being described in the language of Community Outcomes.

3. The inclusion of the Quadruple Bottom Line elements delivered by each identified Community Outcome.

4. A summary of the identified strategies that deliver on the Community Outcomes.

One of the key objectives of the evolution of the Community Strategic Plan is to reinforce and clarify the performance measures within the CSP. This will increase visibility and simplify the document. Additionally, it creates a clearer and more visible connection between the Annual Report, the Community Outcomes, the achievement of the strategies and the Quadruple Bottom Line category that the outcomes address.Applying QBL in this manner delivers on the strategic intent of the model in an accountable and transparent way that is achievable within the existing resources and can inform reporting frameworks for consistency and integration.

Draft Delivery Program and Operational Plan

Council staff are proposing is to present Council with a combined draft Delivery Program and Operational Plan as part of the continuous improvement program to evolve the strategic suite of documents. The key objectives include:

1. A stronger connection between the Delivery Program and the Operational Plan.

2. Improving the connection and visibility between the objectives of the Community Strategic Plan and the cascading of Community outcomes into Delivery Program and Operational Plan strategies and plans.

3. Simplifying the presentation of the documents whilst maintaining the fundamental locations of key information.

4. The introduction of QBL elements to the Delivery Program and Operational Plan services and programs descriptions.

5. Evolve the integration of reporting throughout the suite of documents for greater connection and consistency in the reporting suite.

One of the key objectives of the evolution of the Delivery Program and the Operational Plan is to reinforce and clarify the performance measures within the suite of IP&R documents. This will increase visibility and simplify the documents. Additionally, it creates a clearer and more visible connection between the Delivery Program and Operational Plan reporting and its connection to the CSP Community Outcomes.

Applying QBL in this manner delivers on the strategic intent of the model in an accountable and transparent way that is achievable within the existing resources and can inform reporting frameworks for consistency and integration.

It should be noted that the Integrated Planning & Reporting Guidelines includes in the Annual report section an essential requirement for Council’s progress with respect to achieving the quadruple bottom line in the Delivery Program and Operational Plan is to be reported on in the Annual Report. The evolution of the documents results in achieving this with greater clarity and integration across the suite of documents.

Council Reports

Council staff are in the process of reviewing the template to produce Council Reports.

One key objective of the evolution of the template is to improve the information provided on risk management.

The current report template presently includes a section on financial and economic implications. Many reports to Council are considering the social, leadership and environmental impacts of the subject of the report. There are reports that have the balance of these considerations inherent in the legislative process and considerations for recommendations and decisions making.

There is consideration being given to the implementation of QBL factors in the Council report template. The factors to be considered before implementation include:

1. Council and Council staff would need clarity on the definitions. That is, define what the parties value as information on Leadership, Financial, Social and Environmental terms for Port Macquarie-Hastings. This is critical to meet the objectives.

2. Council staff would need to determine how reports may include the overlapping concepts and overcoming the challenge of delineating clear boundaries between different bottom lines.

3. Social and Leadership aspects of QBL often rely on qualitative assessments. The challenge is to avoid inconsistent or subjective evaluations across all staff that reduce the framework’s reliability and comparability.

4. Council and Council staff need to consider the assumption of equal weighting across quadruple bottom line and how conflicts between categories are resolved in decision making.

5. Council staff need to consider the potential for QBL to overemphasise reporting and the administrative burden and resource constraints this can create. QBL is a strategic tool for driving change and making decisions.

The Quadruple Bottom Line offers a valuable perspective by encouraging Council to consider leadership factors alongside economic, environmental, and social impacts. However, QBL effectiveness can be hindered by ambiguity, measurement challenges, and potential superficiality.

A clear, well-defined framework with standardised metrics and a genuine commitment to balanced decision making is essential for overcoming these weaknesses and avoiding common misunderstandings. Council should ensure that QBL is integrated into their strategic processes rather than being treated as a cosmetic addition to existing practices.

To achieve a further amplification of embedding QBL will require education, training and engagement on clarity definitions and assessment.

THE KEY RESOURCE CONSIDERATIONS TO FUTHER EMBED QBL

The key resource requirements to amplify the implementation of QBL and to consider external organisations is indicative only and would need to be responsive to Council’s maturity in QBL, existing capabilities and strategic priorities.

Some key considerations, beyond those identified earlier in this report, address planning, initial rollout, training and education, stakeholder engagement and early evaluation.

People

This would need to be led by senior staff in Council across all the QBL elements. It is not considered that capacity exists presently to add this to existing roles unless strategic priorities are reconsidered.

There is not a specialist role in Council presently that could perform the role of specialist or advisor and potentially that expertise could need to be resourced externally or recruited.

Technology

To embed QBL into internal and external parties in a more granular manner than the strategic decision-making model would require a software solution that would assist with integration of new data collection and reporting systems into existing ICT infrastructure.

Training

There may need to be external training, workshops or seminars provided for external parties. There would not be existing capacity to conduct this training externally and resourcing it would need consideration.

Time

For external parties who have low maturity in QBL it is estimated it would take 18 months to establish the foundation with continuous improvement thereafter.

The method of implementation of QBL at Council has been to identify opportunities to embed the principles into existing reporting frameworks to ensure that the approach remains effective and aligned with Council’s evolving needs. By taking this approach Council have been able to prioritise the highest impact of QBL and focus on strategic decision making and aligned reporting. This method would be required for external party consideration.

Options

This report is provided for notation only.

Community Engagement and Internal Consultation

The Community Engagement on the immediate intent of QBL will form a part of the exhibition and education period of the IP&R suite.

Planning and Policy Implications

There are no planning implications as a direct result of this report. However, the framework of QBL is proposed to be embedded in the draft IP&R suite of documents

Financial and Economic Implications

There are no financial or economic implications directly in relation to this report. There may be further financial implications of embedding QBL internally and externally.

Attachments

Nil

AGENDA Ordinary Council

20/02/2025

Item: 10.15

Subject: Development Activity and Assessment System Performance

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

4.3.1 Undertake transparent and efficient development assessment in accordance with relevant legislation.

RECOMMENDATION

That Council note the Development Activity and Assessment System Performance report for the second quarter of 2024-2025.

Executive Summary

This quarterly cyclic report provides a summary of development assessment, building certification and subdivision certification activities for the October to December 2024-2025 quarter. Data on the number of applications and processing times, together with a commentary on development trends is provided for the information of Council.

Comparative data has also been provided from the new NSW Planning Portal ‘League Table’ to enable comparisons with councils across the State. The League Table has been established directly in response to the Minister’s recent Statement of Expectations Order that has been issued to all NSW Councils. A copy of the letter from the Minister and the Statement of Expectations Order was tabled at the July 2024 Ordinary Council meeting (Item 07.02).

Discussion

Table 1 below provides data on the volume of applications received and determined over the second quarter of 2024-2025, the current year to date monthly average, relative to the monthly average of the preceding 2 years.

The monthly average number of Development Applications (DAs) received for the year to date was 74, which is up on the previous year monthly average of 64. There is a significant number of applications in the registration backlog so it is likely that the number of DAs received will remain high for the months ahead. Planning certificates, often considered to be a lead indicator, were up on the previous year monthly average, with the current year to date monthly average of 295 certificates, compared to the previous year monthly average of 285.

Construction Certificate (CC) approvals are slightly below the previous year monthly average. The year to date monthly average number of CCs issued by Council totalled 25, compared to 29 for the previous year monthly average. The year to date monthly average number of plumbing and drainage applications determined was 67, slightly down from the previous year monthly average of 72.

The year to date monthly average number of building and plumbing inspections was 463 inspections, down from the monthly average of 483 for the previous year.

The data for construction activity suggests an overall downward trend however with DA numbers increasing it is anticipated that an increase in construction related approvals and inspections will follow.

Table 1 - Applications Received and Determined

Application processing data and longer-term trends for the various application types is provided in Table 2. For DAs, monthly gross average processing times for the year to date was 87 days, being an increase from the previous year monthly average of 77 days. This increase is largely owing to the increase in applications being received and a number of older applications being determined, particularly during the month of October. The net monthly average time for processing DAs for the year to date was 60 days compared to the previous year net monthly average of 63 days.

The monthly net average processing days for subdivision works certificates for the quarter was 136 days compared the previous year’s monthly average of 196 days. Whilst the timeframe is coming down, a number of long-standing applications continue to be finalised, negatively impacting on the average. Difficulties in recruiting development engineering positions has also been a factor in increased processing times.

Net monthly average times for subdivision certificates for the year to date was 52 days, a slight increase on the previous year monthly average of 48 days.

Table 2 - Application Processing Times

The NSW Planning Portal now provides a council ‘League Table’ following release of the Minister’s Statement of Expectations Order, enabling performance to be compared and monitored across NSW councils.

The Minister’s Order is requiring councils to determine all DAs (i.e. not just those relating to housing) as soon as practical and whichever is the lessor of the council’s previous financial year average, or an average of:

· 115 days from lodgement, from 1 July 2024 to 30 June 2025.

· 105 days from lodgement, from 1 July 2025 to 30 June 2026.

· 95 days from lodgement, from 1 July 2026 to 30 June 2027.

· 85 days from lodgement, from 1 July 2027 onwards.

As discussed in previous quarterly reports, it appears that PMHC is significantly disadvantaged by the performance metrics as the 2023-2024 average number of DA processing days for Council was 77, as published on the Department’s League Table. The Order would therefore require Council to exceed the previous financial year average, year on year, which is already significantly below the Minister’s ultimate 85-day benchmark for 2027. Unfortunately, with an increase in the volume of DAs being received, the 77-day average is unlikely to be reached for 2024-2025 as the current average is 86 days.

Within the dashboard, Council has been grouped with 85 regional councils. The average processing time for DAs across all regional councils for the year to date was 98 days. Table 3 below provides a comparison of selected regional coastal councils data from the Portal dashboard for the 2023-2024 year as well as the 2024-2025 year to date average (July to December).

Table 3 - Regional Council Application Performance Data from State Planning Portal

Council	Total DAs determined 2023-2024	Total DAs determined 2024-2025 year to date (July to Dec)	Gross average assessment time (days) 2023-2024	Gross average assessment time (days) 2024-2025 (July to Dec)	Total DA development cost (million)
Regional Council average			100	98
Port Macquarie-Hastings	797	414	77	86	$222
Ballina	363	219	183	163	$244
Byron	354	179	159	112	$190
Clarence	598	341	117	97	$104
Coffs Harbour	722	334	95	87	$100
Kempsey	226	96	109	144	$43
Mid Coast	1001	487	88	87	$291
Nambucca	267	111	37	38	$31
Tweed	642	313	189	161	$253

There are additional requirements contained within the Order and League Table relating to lodgement times, which is effectively the time to progress an application through the NSW Planning Portal from the applicant’s initial submission to the payment of fees and formal ‘lodgement’. The order is requiring this process to be undertaken within in an average of 14 days from 1 July 2024 to 30 June 2025 and an average of 7 days from 1 July 2025 to 30 June 2026. The current average lodgement days for Regional Councils is 16 days and PMHC is 13 days. This lodgement process is typically a period where Council affords time for proponents to provide missing information as opposed to rejecting applications outright. The payment of fees is also highly variable and outside the control of Council. The lodgement metric is therefore difficult to consider as one that reflects the performance of Council.

Table 4 below illustrates the total value of works approved for the quarter compared to the preceding 2 years. As evidenced in the data, the value of works is up on the previous year, largely corresponding with the increase in application volume, increasing construction costs and a number of significant applications determined over the quarter. Note the discrepancy with the values in the Department’s League Table above appears to relate to applications that have been lodged over the financial year as opposed to Council’s figures below that capture applications determined over the financial year.

Table 4 - Value of Works

Options

This is an information report.

Community Engagement and Internal Consultation

Development assessment statistics are discussed internally as the key indicator of system performance.

Planning and Policy Implications

There are no planning or policy impacts.

Financial and Economic Implications

There are a variety of potential financial and economic implications, depending on the approach Council takes in response to the Minister’s Order.

Additional resourcing would come at additional cost and will not necessarily be offset by revenue. The general fund would likely be directly impacted if Council was to bolster development assessment resourcing. This financial impact would therefore be likely to directly correspond to whatever additional resourcing level was pursued.

The Minister has indicated that satisfying the milestones of the Order will lead to the potential for councils to access a pool of $200 million for local infrastructure projects. There are no details on the criteria for the grant scheme at this stage. It could be viewed that the additional resourcing would be offset by the provision of additional local infrastructure for the community, however the bottom line for the general fund would still be impacted. This would also be considered to be a relatively risky approach given that at the time of writing there are no details on the grant scheme.

At this point in time it is proposed to continue to monitor Council’s performance on the Department’s ‘League Table’ and provide quarterly updates to Council. Management will engage with the Department on any requests/opportunities as required and when details on the grant scheme are made available.

Attachments

Nil

AGENDA Ordinary Council

20/02/2025

Item: 10.17

Subject: Glasshouse Biannual Report and Update on Glasshouse Plan 2024-2025 Actions

Presented by: Business and Performance, Keith Hentschke

Alignment with Delivery Program

1.5.3 Develop, manage and maintain Council Business Units through effective commercial management.

RECOMMENDATION

That Council note the information provided in the Glasshouse Biannual Report (Attachment 1) and Update on Glasshouse Plan 2024-2025 Actions report (Attachment 2).

Executive Summary

· Operating income in the first half of 2024-2025 was $34,037 or 3% lower than budget. It was $283 less than operating income for the same period in
2023-2024.

· Operating costs are being effectively managed and actual costs in the first half of 2024-2025 were $93,377 or 4% less than budget.

· Year to date, the net contribution to the Glasshouse from the General Fund (before interest and depreciation) was $1,385,749 which is $59,341 or 4% less than budget.

· Results for key performance indicators in the Glasshouse Plan 2024-2025 are generally on track, with year-to-date targets for 6 out of 10 KPIs exceeded.

· Council resolved on 15 February 2024 that staff commence a Strategic Review of the Glasshouse. A Strategic Review progress update is included in this report.

Discussion

Glasshouse Finances

This report and the Glasshouse Financial Statements (Attachment 1) present the financial performance of the Glasshouse for the second quarter (1 September 2024 to 31 December 2024) and the first half of 2024-2025. For the purposes of this report, the annual budgeted figures for Council overheads have been used.

Entertainment and the hire of venues are subject to market forces, availability of show product in the marketplace, and seasonality. Entertainment is a discretionary spending choice for patrons, and given current cost of living pressures, the first half year result has held up well against budget. Operating income in the first half of 2024-2025 was $34,037 or 3% lower than budgeted. It was $283 less than operating income for the same period in 2023-2024.

Operating costs in 2024-2025 were budgeted to be 7% higher compared to 2023-2024, to cover increases in wages, electricity, insurance and building maintenance costs. Actual operating costs are being effectively managed, and costs are currently $93,377 or 4% under budget for the first half of 2024-2025.

Year to date, the net contribution to the Glasshouse from the General Fund (before interest and depreciation) is $1,385,749 which is $59,341, or 4% less than budget. Over the full year, operating costs are expected to be close to budget.

Net contributions to the Glasshouse from the General Fund (before interest and depreciation) between 2011-2012 and 2024-25 is shown in the following table.

Glasshouse Capital Expenditure

An engineering consultant has completed an extensive Condition Assessment Report of the Heating, Ventilation and Air Conditioning (HVAC) system. The report recommends the replacement of the existing main heat pump. The heat pump has broken down many times and is operating at less than 50% capacity. The heat pump is critical for the supply of hot water and for effective dehumidification.

The procurement process for the contractor to complete the supply and install project for the heat pump has commenced. Additional sensors and other minor HVAC modifications (that will increase the overall efficiency of the Glasshouse HVAC system) will be included in the project scope. The heat pump project will be completed in late 2025.

The report also identified a number of other HVAC components that are not working effectively, as well as main ductwork that is heavily corroded. Planning to replace these components is underway, and these items are also being considered in the Council budget risk register.

Glasshouse Loan Balances

Council had four loans associated with the Glasshouse with balances as at 1 July 2024 shown in the table below.

Loan	Outstanding balance at 1 July 2024
2005.5 - Glasshouse	290,537
2007.2 - Glasshouse	1,097,466
2007.3 - Glasshouse	2,193,311
2016.6 LR - Glasshouse	736,871
Total Balance	4,318,185

Council approved the full repayment of Glasshouse Loans from the Developer Contributions (General Fund) Reserve on 15 August 2024, and all the above loans have now been fully repaid.

Glasshouse Plan 2024-2025 Actions

At the Ordinary Council Meeting on 15 August 2024, Council adopted an extension of the Glasshouse Plan 2020-2022 through to 31 December 2025. Progress against the key outcomes and actions identified in the plan are summarised in the Update on Glasshouse Plan 2024-2025 Actions - February 2025, (Attachment 2) with key outcomes discussed briefly below.

Glasshouse performance measures

The following Key Performance Indicator (KPI) data show Glasshouse utilisation, occupancy and other performance targets for the reporting periods indicated.

Performance Indicator	2022-23	2023-24	2024-25 July - Dec Target	2024-25 July-Dec Result
Visitation (Glasshouse)	151,324	174,377	>90,000	108,609
Visitation (Gallery)	19,764	38,971	>20,000	17,936
Visitation (website)	238,482	397,297	>150,000	187,386
Utilisation (%) (theatre)	41%	48%	>40%	51%
Utilisation (%) (studio)	34%	34%	>35%	32%
Utilisation (%) (meeting rooms)	42%	41%	>40%	33%
Average attendance (%) (theatre)	70%	71%	>70%	71%
Average attendance (%) (studio)	82%	68%	>70%	90%
Number of tickets processed	66,926	73,383	>36,000	34,247
Percentage of tickets sold online	55%	58%	>50%	66%

Between 1 July and 31 December 2024, the Glasshouse delivered or achieved the following:

· 215 events

· 88 Theatre performances

· 5 Gallery exhibitions

· 53 Gallery events

· 74 non-performance events in the conference and meeting rooms

· 1,558 Glasshouse memberships

· 3,710 students attended Education @ Glasshouse events

· 22 new venue hire clients

· 13 community events received Council support at the Glasshouse

· 83% of ticket buyers originate from the Port Macquarie-Hastings local government area (LGA)

KPIs for the first six months of the current financial year are close to or above target. There is a degree of seasonality in the data, with the second half of the financial year traditionally stronger than the first half.

The Glasshouse is a member of the NSW/ACT Performing Arts Centres Association (NAPACA) and feedback from other venues indicates that economic pressures are slowing consumer spending and impacting the entertainment industry. Some commercial show promoters have also expressed concerns around recent slower ticket sales which has led to a number of show cancellations.

Compared to other NAPACA venues, the Glasshouse Select Program and the Education Program are tracking strongly, with a number of shows selling out.

Glasshouse bar and catering sales have also been strong.

Strategic Review

Council resolved on 15 February 2024 to commence a Glasshouse Strategic Review, and on 15 August 2024 approved a Glasshouse Strategic Review Plan. The plan sets out the approach to the review, review activities, high-level inclusions and assumptions, and review governance and reporting arrangements.

Stage 1 of the Strategic Review is underway, with key items completed or that are underway noted below:

· The Steering Group has been established and is chaired by the Director Business and Performance, with SLT representation from across Council. A Working Group is undertaking the review work and reports to the Steering Group monthly.

· A review of Glasshouse financial reporting is underway and an alternative analysis report for income and expenditure attributed to the following Glasshouse functional areas is being developed:

o The Gallery

o Theatre Program

o Venue hire

o Visitor Information Centre and Shop

This financial report will help to quantify the level of Council support for these different Glasshouse functional areas, as well as expenditure and income issues and opportunities.

· A consultant has been engaged to prepare a Glasshouse Economic Impact Assessment (EIA) report, building upon the previous 2015 Glasshouse EIA. The Glasshouse has grown significantly since 2015, with a 33% increase in annual ticket sales, a 27% increase in annual event numbers, and a +80% increase in Glasshouse membership to a record 1,558 members in 2024.

These indicate strong and ongoing support for the Glasshouse venue, and for its arts, cultural, entertainment and educational programs.

· The EIA will quantify direct and indirect economic benefits of the Glasshouse, supplemented by qualitative data on cultural, community and non-economic benefits, including Council support for local arts and community groups.

· An updated Strengths, Weakness, Opportunities and Threats (SWOT) analysis has been drafted. This will help to identify feasible growth opportunities, including growth within existing services and program areas, and growth from new or alternative revenue opportunities. These opportunities will be further developed in Stage 2 of the Strategic Review.

As well as completing the above items, upcoming work to complete Stage 1 of the Strategic Review will include:

· Further benchmarking against other regional entertainment venues; and

· An assessment of current programs and performance, the wider and local cultural environment, and how Council’s current commitment to support arts and culture compares with similar council-owned venues.

Stage 2 of the Strategic Review will include

· Development of a revised draft strategy and Glasshouse (business) plan for adoption by Council.

· Updated financial reporting by functional areas.

· A report on cultural and commercial growth opportunities for the Glasshouse.

· High level business proposes or selected, outline business cases, as well as implementation plans to realise any changes in strategic directions.

· Implementation plans to progress the revised strategic objectives and growth opportunities.

The activities in Stage 1 have taken longer than expected, and the proposed Strategic Review progress briefing to Council is now planned for mid-2025.

Options

The report contents are for information only. The Strategic Review update is a progress report, and work is continuing. The 2024-2025 Glasshouse financial statements at 31 December 2024 are unaudited, and the commentary and Glasshouse Plan 2024-2025 update report are for information only.

Community Engagement and Internal Consultation

The information provided in this report has been reviewed by Glasshouse and Financial Services staff.

Planning and Policy Implications

This report is consistent with the key outcomes, actions and reporting requirements identified in the Glasshouse Plan 2024-2025.

Financial and Economic Implications

From a financial perspective, year to date at 31 December 2024, 2024-2025 income for the Glasshouse was 3% lower than budget, and operating costs are 4% lower than budget. This resulted in the net contribution to the Glasshouse by the General Fund being $59,341 better than budget.

Attachments

1. Glasshouse Financial Statements - Income and Expenditure to 31 December 2024

2. Update on Glasshouse Plan 2024 - 2025 Actions - February 2025

AGENDA Ordinary Council

20/02/2025

Item: 11.07

Subject: Community Satisfaction Survey Results

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

2.4.1 Work with the community to identify and address community needs, to inform Council processes, services and projects.

RECOMMENDATION

That Council:

1. Note the results of Council’s 2024 Community Satisfaction Survey

2. Publicly release the survey findings and communicate key takeaways from the results

3. Note that the survey outcomes will be considered for future planning and resource allocation

4. Request the Chief Executive Officer to develop and Action Plan from the information provided detailing how Council will be responding to the feedback received

Executive Summary

As part of Council’s commitment to ongoing community engagement, an independent Community Satisfaction Survey was conducted by Micromex Research in July-August 2024. This survey builds on previous studies conducted over the past 13 years with the most recent ones being in 2017, 2020, and 2022 and provides insights into community perceptions of Council’s performance, priorities, and areas for improvement.

Key findings from the 601-resident survey indicate that 75% of residents are at least somewhat satisfied with Council’s performance over the past 12 months. This result provides a solid foundation of trust and approval upon which future improvements can be built.

For a comprehensive understanding of the survey results, the full Community Satisfaction Survey report is provided attached as Attachment 1. The report provides detailed insights into all demographics, key areas of interest, and trends across the Port Macquarie Hastings region and a regional comparison.

This report recommends that Council note the findings of the survey and develop an action plan to respond to issues raised. The results will be made publicly available, and communications will be developed on the key takeaways from the survey results.

Background

Council at its December 2024 Ordinary meeting considered a Notice of Motion (Item 11.09) in respect of the Community Satisfaction Survey and resolved as follows:

RESOLVED: Sheppard/Intemann

That Council request the Chief Executive Officer:

1. To advise the governing body of the following information as soon as possible, but by end of December 2024:

(a) What results/reports Council operational body have received in relation to 2024 community satisfaction survey.

(b) Which preliminary results or reports can be provided to councillors currently, or with minor redaction or amendment.

2. To provide the governing body with preliminary results and reports identified in part 1(b), as soon as practical, but by end of December 2024.

CARRIED: 5/3 FOR: Edwards, Intemann, Lipovac, Sheppard and Tubman AGAINST: Hornshaw, Kirkman and Roberts

As there were no scheduled meetings of the Council between the December and February 2025 meetings, in response to item 1(b) and 2 of the resolution, Councillors were, on 20 December 2024, provided with a preliminary summary of the findings from the survey as the final report had not yet been received.

The following information is provided in response to item 1(a) of the resolution:

Staff followed a structured approach with the 2024 Customer Satisfaction Survey to ensure thorough review, validation, and clear communication of the survey results before presenting them to Councillors at the 6 February 2025 briefing.

This process was as follows:

· Executive Briefing (June 2024)

o The proposed survey approach and draft questionnaire were presented to Executive for review and refinement before finalising the survey process.

· Survey Implementation ( July – August 2024)

o Community satisfaction survey undertaken by Micromex, collecting key community feedback.

· Preliminary Report (Late August 2024)

o Preliminary survey results received and reviewed internally by Council staff.

· Internal Review & Clarifications (September 2024)

o Meetings held with Micromex to seek clarification on key findings and query specific factors to ensure accuracy and a deeper understanding of results.

· Updated Report (October 2024)

o Micromex provided an updated report to staff, incorporating refinements based on queries.

· Messaging & Summary Development (November 2024)

o Further discussions with Micormex to clarify some areas of the revised reporting

o A summary of key findings was developed, ensuring clear and accurate messaging

o Briefing was provided to the Executive

o Summary shared with senior Leadership Team for review and discussion

· Councillor Briefing Planning (December 2024 – February 2025)

· Councillor Briefing presentation - 6 February 2025

This process was designed to ensure that the survey methodology, results, and key insights were thoroughly reviewed, questioned, and refined before being formally presented to Council and ultimately the community.

This information was also provided separately to Councillors on 10 February 2025.

Discussion

This year Council engaged Micromex Research to measure the community’s satisfaction of Council’s performance. Council undertakes this survey every two - three years to understand and identify community priorities for the local government area (LGA). This aligns with our objectives to engage with the community to help inform our service delivery.

The survey seeks to:

· Understand and identify community priorities.

· Identify the community’s overall level of satisfaction with Council performance.

· Identify the community level of support for priority areas and desired level of investment for Council services.

· Determine residents’ perceived quality of life living in the Port Macquarie Hastings region.

Survey Methodology

· Telephone survey with 601 residents (landline: 223, mobile: 378).

· Survey period: 15-25 July 2024.

· Margin of error: ±4.0% at a 95% confidence level.

· Weighted sample to reflect ABS 2021 Census demographics.

Overall Satisfaction

· 75% of residents are at least somewhat satisfied with Council’s performance.

· 78% of residents are at least somewhat satisfied with Council’s communication.

· 94% of residents rated their quality of life as good to excellent.

While satisfaction levels remain strong, the survey indicates a slight decline compared to previous years. Several factors may have contributed to this trend:

· Economic Pressures – Rising cost of living has impacted household budgets, leading to increased scrutiny of Council spending and services.

· Infrastructure Strain – Population growth and increasing demand for infrastructure have led to heightened expectations for road maintenance and transport solutions.

· Natural Disasters and Climate Events – Recent severe weather events have affected perceptions of Council’s ability to respond to emergencies and maintain resilience.

· Increased Access to Information – With greater access to digital platforms, residents are more informed and engaged, leading to higher expectations and critical feedback.

· Long-Term Planning Concerns – Some residents expressed concerns about Council’s strategic planning and its ability to balance growth, environmental sustainability, and community well-being.

The survey highlights that satisfaction levels were lower among younger residents aged 18-35 and residents in Wauchope compared to other demographics. These groups expressed concerns around road conditions, long-term planning, and opportunities for community engagement, indicating areas where targeted improvements may help increase satisfaction.

There were a number of high-performing areas, the following Council services received high satisfaction ratings (80% or higher):

· Library services (97%)

· Cemeteries (96%)

· Sewerage services (92%)

· The Glasshouse (92%)

· Boat ramps, wharves, and jetties (91%)

· Disaster management and preparedness (improved from 2022)

Throughout the survey there are several key areas that the community have identified as community priorities for the next four years, the residents identified the following key priority areas:

1. Road maintenance (56%) – The most cited issue.

2. Improving the road network (26%) – Traffic flow, infrastructure improvements.

3. Liveability (15%) – Parks, playgrounds, sports, and recreation.

4. Infrastructure maintenance and planning (15%) – Keeping pace with growth.

There were also a number of areas that are identified as areas for improvement, while satisfaction remains strong, the survey highlights areas where residents expect more. These include:

· Roads, transport, and connectivity – Identified as the highest priority.

· Long-term planning and development – Managing population growth effectively.

· Community engagement and transparency – Further improvements in communication and involvement in decision-making.

Through the survey a scorecard was developed to show areas that are performing well as well as areas to focus on as shown below.

Also through the survey the community members were also asked where the Council should focus its investment priorities. The survey identified 13 key service areas where more than 50% of residents desire increased investment including:

· Roads, bridges, and transport (84%) – The top priority for additional investment.

· Strategic planning (65%) – Strong demand for sustainable growth planning.

· Disaster management and preparedness (54%) – Continued investment in emergency response.

· Environmental sustainability (43%) – Managing climate impacts, waste, and sustainability.

The 2024 Community Satisfaction Survey, identifies key actions to enhance service delivery, address community concerns, and align future planning with resident priorities. The following areas could drive continuous improvement:

1. Addressing Community Concerns

· Roads and Transport – Implement the Regional Integrated Transport Strategy.

· Development and Infrastructure – Increase transparency in planning and engage the community.

· Strategic Growth Planning – Balance future development with environmental and community needs.

2. Strengthening Communication & Engagement

· Improve outreach – Expand communication via newsletters, social media, and face-to-face engagement.

· Increase transparency – Provide accessible updates on Council projects and spending.

· Host community forums – Encourage ongoing dialogue between residents and Council.

3. Aligning Investment with Community Priorities

· Increase funding in priority areas – Roads, disaster preparedness, and strategic planning.

· Transparent budgeting – Clearly communicate financial decisions and allocations.

· Regular updates on progress – Keep the community informed about milestones and improvements.

To ensure continued improvement, it is recommended that Council:

1. Publicly release the survey findings and communicate key takeaways.

2. Develop an action plan for improving community satisfaction.

3. Integrate survey insights into future planning, including the new Integrated Planning & Reporting (IPR) framework.

4. Enhance community engagement efforts, ensuring more inclusive and transparent communication.

The 2024 Community Satisfaction Survey provides valuable insights into resident priorities and serves as a roadmap for future improvements. By focusing on key investment areas, enhancing communication, and addressing community concerns,

Options

Council has the following options:

1. Adopt the recommendations; or

2. Seek additional information and/or analysis of the information provided in this report

This report recommends option 1.

Community Engagement and Internal Consultation

The survey analysed the satisfaction and perception of over 601 residents of the Port

Macquarie Hastings area towards Council’s services, facilities and future priorities.

The information gathered will complement, Council ongoing community engagement activities and the 2023 Liveability Census and assist in developing current and future programs, initiatives and investment decisions to meet the needs and expectations of the community. Key findings also inform the development of an action plan and the new draft comprehensive Community Engagement Strategy.

The survey was developed in consultation with Micromex and approved by the Council’s Executive Team prior to being launched. The survey was undertaken in July 2024.

Since the draft results have been received there has been additional discussions with the Chief Executive Officer, Director of Community, Planning and Environment as well as a briefing with the Executive and Senior Leadership teams in late 2024, and the Councillors in February 2025.

Planning and Policy Implications

There are no planning or policy implications in relation to this report specifically, although it is acknowledged the survey data will provide important insights for future Council planning. Accordingly, it is also recommended that the findings of the survey be the subject of a future action plan to assist in improving levels of satisfaction.

Financial and Economic Implications

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

Attachments

1. Community Customer Satisfaction Survey Report 2025

AGENDA Ordinary Council

20/02/2025

Item: 13.01

Subject: Lake Cathie Natural Resource Management Monthly Update Report

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

4.2.1 Develop and implement coastal, estuary, floodplain, and bushfire management plans.

RECOMMENDATION

That Council note the progress of natural resource management projects/initiatives within the Lake Cathie, Lake Innes and Cathie Creek Waterways and the progress of the Coastal Management Program

Executive Summary

Council is currently involved in several projects relating to the management of the Lake Cathie/Lake Innes/Cathie Creek waterway (referred herein as Lake Cathie) and surrounds. This report provides an update on the Lake Cathie waterway natural resource management projects/initiatives and the progression of the Coastal Management Program (CMP) that have occurred since the previous report was presented to the December 2024 Ordinary Council Meeting.

Works currently being undertaken and outlined in this report include:

1. Coastal Hazard Assessment and Coastal Vulnerability Assessment Mapping Project

2. Water Quality Improvement Strategy

3. Review of the Lake Cathie Entrance Management Strategy

4. Development of the CMP and Other Projects

Discussion

1. Coastal Hazard Assessment and Coastal Vulnerability Assessment Mapping Project

Bluecoast Consulting Engineers are completing the Coastal Hazard Assessment and Coastal Vulnerability Assessment Mapping Project on behalf of Council. Council staff and the NSW Department of Climate Change, Energy, Environment and Water (DCCEEW) have completed their review of the Coastal Hazard Assessment and Bluecoast are now finalising this component of the project. The hazard assessment will be used in the development of Coastal Vulnerability Assessment maps for the Port Macquarie Hastings Council LGA.

Staff from Council, Bluecoast, NSW DCCEEW and NSW Department of Planning, Housing and Infrastructure (DPHI) are meeting in February 2025 to discuss the development of these maps. These maps are expected to be completed in the next 3 months. A briefing to Councillors about the outcomes of this project will be provided once the work has been completed.

2. Water Quality Improvement Strategy

Rhelm has been engaged to undertake Water Quality Improvement Strategies for three waterways: Hastings River Estuary, the Camden Haven River Estuary and Lake Cathie/Bonny Hills catchments. The aim of these strategies is to identify current and future impacts to water quality within the coastal waterways of the LGA and provide Council with specific management actions to improve water quality within the coastal waterways.

The project involved five key steps that follow the NSW Risk-based Framework for Considering Waterway Health Outcomes:

1. Establish the Context

2. Effects based Framework

3. Comparison against Water Quality Objectives

4. Strategic Impacts Assessment

5. Design and Implementation

Rhelm is currently ‘establishing the context’ of water quality across the three investigation areas. Rhelm has been undertaking a review of existing water quality data, as well as undertaking targeted stakeholder engagement. The project is expected to be completed by September 2025.

3. Review of the Lake Cathie Entrance Management Strategy

Council has been successful in obtaining funding from NSW DCCEEW under the Coastal and Estuary Grants Program to go toward an Entrance Management Strategy (EMS) for the Lake Cathie System. Following on from their work on the updated Hydrodynamic Model of Lake Cathie, Royal Haskoning DHV (RHDHV) have been engaged to complete the EMS. The EMS will use the findings from recent investigations undertaken on the waterway, and current guidelines and legislation, to develop short, medium and long-term management options to manage the entrance of the system. The project will commence in February and is expected to be completed by mid-2025.

4. Development of the CMP and Other Projects

The development of CMPs is prescriptive and includes five stages.

· Stage 1: Identify the scope of a CMP

· Stage 2: Determine risks, vulnerabilities and opportunities

· Stage 3: Identify and evaluate options

· Stage 4: Prepare, exhibit, finalise, certify and adopt the CMP

· Stage 5: Implement, monitor, evaluate and report

Staff are currently undertaking investigations associated with Stage 2 of the CMP development. The CMP is being developed in geographical chapters. An indicative timeframe of the progression of the CMP is presented below in Table 1.

Current Progress	CMP Stage	Expected Completion
Current Progress	CMP Stage	Lake Cathie / Bonny Hills	Hastings River Estuary	Camden Haven River Estuary	Open Coastline
ü	Stage 1	Complete
ð	Stage 2	2021 - 2025	2022 - 2025	2023 - 2025	2023 - 2025
	Stage 3 - 4	2025	2025	2025	2025
	Stage 5	2025+	2025+	2025+	2025+

Table 1: Indicative CMP Timeframe

Staff are currently progressing with Stage 2 of the CMP development across the four chapters. Stage 2 of the CMP process involves undertaking detailed studies that will help Council to identify, analyse and evaluate risks, vulnerabilities, and opportunities in the study area. The studies conducted during Stage 2 will provide information to support decision-making in the later stages of the CMP planning process. Given the complexities of these studies, this stage is the most time consuming. Ensuring high quality studies in Stage 2 will result in high quality management plans in the CMP and a faster pathway to Government approval.

The Water Quality Improvement Strategy is the final major Stage 2 project and, while it is expected to take up to 12 months to complete, Council staff are preparing a scope to develop Stage 3 and 4 of the CMP in parallel to the project to enable more rapid preparation of the final CMP.

Invasive Weed Management

Invasive weed control activities that have occurred since the December 2024 Lake Cathie Natural Resource Management Monthly Update Report include:

· Approximately 4.8ha of coastal wetland along the northern edge of Lakeside Woods off Cowarra Creek has been treated for invasive weeds including Groundsel bush, Cocos palm, Coral berry, Ground asparagus, Lantana, Chinese tallow tree, Nandina and Murraya.

· Glory lily has been treated along the bushland edge of Karikeree Street, along with other weeds introduced by dumping of garden waste.

· Madeira vine has been treated in the gully beside Lake Cathie Bowling Club.

· Approximately 2ha of Ground asparagus has been treated in coastal bushland opposite Boodgery Street and Dirah Street.

· Over 5ha of littoral rainforest along Chepana Street has been treated for Ground asparagus, Cassia and Lantana.

· Giant reed was identified and contained on Ocean Drive.

· Approximately 6ha of high priority weeds including Sicklethorn, Glory lily and Groundsel bush treated along the Lake Innes National Park boundary on Tallong Drive.

Emergency Erosion Works

During the storms that caused large swell coinciding with king tides along the coast from 16 January 2025, significant erosion was observed at Lake Cathie Foreshore that threatened the stability of trees and Reserve furniture. Ahead of worsening weather and predicted large swell, Council teams undertook emergency stabilisation works in challenging conditions to prevent loss of the trees and furniture on Saturday 18January. The works were successful, with the trees and furniture being well utilised over the Australia Day weekend.

Coast and Estuary staff are commissioning a concept design for a medium-term sandbag structure to prevent further erosion and to maintain the bank location. The concept will be assessed for costs and, if these are acceptable, will proceed to construction as soon as practicable.

Riverbank Restoration works

Stage 1 Hastings River Hybrid Shorelines

Council held an open tender to complete riverbank restoration works along the Hastings River at the North Shore. The tender closed in December 2024. The tender involved the detailed design and construction of restoration works of a ~200m section of the Hastings River Estuary on Port Macquarie Hastings Council (PHMC) owned foreshore reserve and adjacent Crown land located off the western end of Shoreline Drive, North Shore. A concept design has been prepared for the length of bank and intertidal sand flat which will demonstrate best practice erosion control measures where public access, amenity and estuarine vegetation (mangroves) protection are considered key issues.

The project is being partially funded by a NSW Department of Primary Industries and Regional Development (DPRID) Flagship Fish Habitat Rehabilitation Grant. The grant program offers funds to projects that significantly enhance fish habitat, water quality and fish passage opportunities within the coastal catchments of NSW. The project includes the use of a full-scale oyster reef hybrid fillet prototype. This prototype is being supplied under the Hybrid Living Shoreline Research Study being undertaken out of the University of Melbourne as an Australian Research Council (ARC) Linkage grant project.

Council staff are currently reviewing the tender responses and are aiming to identify a preferred contractor to undertake the works by the end of February 2025. Further engagement with the immediate community around the reserve will be undertaken during the design phase, building on conversations held during concept development.

Limeburner’s Creek Riverbank Restoration Works

The Department of Primary Industries and Regional Development (DPIRD) - Fisheries is delivering a bank stabilisation project designed to mitigate flood damage and improve flood resilience and environmental outcomes in NSW estuaries. DPRID Fisheries and Council staff identified a suitable priority site off Limeburner’s Creek, upstream of the Shoreline Drive Bridge. The site is approximately 180m long and contains a failing rock revetment wall. DPRID Fisheries is funding a project to repair and replace the failing rock revetment wall which will stop further erosion at the site and improve water quality to the surrounding area which is utilised by oyster growers.

Initial environmental investigations at the site commenced in January and Council staff are providing project management support in both the planning and implementation stages of the project. The project is expected to be completed by mid-2025 and result in improved water quality outcomes for the Hastings estuary and the oyster industry.

North Haven Foreshore Stabilisation Works

The Department of Primary Industries and Regional Development (DPIRD) - Fisheries is also undertaking riverbank restoration works at Riverview Reserve North Haven as part of its bank stabilisation program designed to mitigate flood damage and improve flood and environmental resilience in NSW estuaries.

Council staff identified the foreshore along Riverview Reserve as a priority area to undertake these works and prepared a concept master plan. This project will progress the preparation of detailed designs that introduce best practice, including living shoreline elements, into the erosion mitigation design. As the site is heavily utilised for public recreation, a detailed design that incorporates increased opportunities for biodiversity and complex habitat, while facilitating public access and recreational use is required. Realm has been engaged by DPIRD Fisheries to undertake the detailed design. DPIRD - Fisheries are funding the project, while Council staff are providing project management support, technical advice and some in-kind services, including site survey. Realm is currently working with DPIRD Fisheries and Council staff to finalise the detailed design. The project is expected to be completed by mid-2025, subject to available funding from DPIRD - Fisheries.

Sea Country

The Coast and Estuary team continues to work closely with a working group consisting of Birpai elders and community members, representatives from Birpai and Bunyah Local Aboriginal Land councils (LALCs), and the DPI Fisheries Marine Estate Management Strategy Sea Country lead for NSW to develop a Sea Country Action Plan for incorporation into Council’s CMP. Draft actions for a Sea Country Action Plan, informed by community consultation, will be presented to the group in the coming months.

Council staff are preparing an Expression of Interest process for the community to develop mapping, collect stories, and create artworks relating to Sea Country for use in educational signage, throughout the CMP documentation, and to record important cultural heritage for future generations.

Options

This report is provided for information purposes only.

Community Engagement and Internal Consultation

This report is provided for information purposes only.

Planning and Policy Implications

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

Financial and Economic Implications

There are no financial and economic implications in relation to this report specifically. An updated budget status of current adopted projects is provided below.

Project	Grant Funding ($)	Council Contribution ($)	Total Estimated Project Cost ($)
Current Projects
Water Quality Improvement Strategy	200,001	100,000	300,001
Coastal Hazard Assessment & Coastal Vulnerability Assessment	108,000	54,000	162,000
Lake Cathie Entrance Management Strategy	82,800	41,400	124,200
TOTAL	390,801	195,400	586,201

Attachments

Nil

AGENDA Ordinary Council

20/02/2025

Item: 13.05

Subject: Planning and Land Use Discussion Paper - Post Exhibition

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

4.5.1 Carry out strategic planning to manage population growth and provide for co-ordinated urban development.

RECOMMENDATION

That Council:

1. Note the post exhibition report and summary of submissions received during the public exhibition of the Planning and Land Use Discussion Paper

2. Proceed with a review and consolidation of the Local Strategic Planning Statement (LSPS) and Urban Growth Management Strategy (UGMS) documents.

3. Align the document with the Imagine 2050 Community Strategic Plan and Living and Place 2024 Local Housing Strategy priorities.

4. Notify all persons who lodged a submission of Council’s decision.

Executive Summary

The purpose of this report is to discuss the submissions received regarding the Land Use Discussion Paper and outline the next steps.

The Discussion Paper provided an overview and evaluation of the Local Strategic Planning Statement and Urban Growth Management Strategy, assessing their relevance within the broader strategic planning framework established by the NSW Government. This paper enabled Council to engage proactively with the community and industry, serving as an important information tool before revising these essential strategic documents. The Discussion Paper was publicly exhibited from 14 October 2024 to 22 November 2024.

Staff will consider the feedback received in the submissions and draft a new Local Strategic Planning Statement that reflects the future growth of the Local Government Area (LGA).

Discussion

The Port Macquarie-Hastings Local Government Area (LGA) continues to be a preferred destination for living, working, visiting, and recreational activities. Over the next 20 years and beyond, the region is expected to experience sustained population growth.

Council has a responsibility to adequately plan for this growth by regularly reviewing essential strategic land use strategies and plans to adapt to changing community needs and priorities. There is additionally the changing environment of national and state directives that need to be satisfied.

Councils in New South Wales (NSW) play the central role in land use planning and development approval. Currently, the Port Macquarie-Hastings Council utilises a variety of local, regional, state, and national guidelines that influence its present and future land use planning.

Planning helps identify the most effective ways to use land, thereby creating sustainable and vibrant communities. It considers both short-term and long-term goals and aims to balance the diverse needs of the community. Strategic planning looks at the broader picture and guides decisions on where and how development should occur, where to locate new housing and community infrastructure, where employment opportunities are situated, and where transport links should be established.

Council decisions regarding development and land use are directed by the NSW planning framework, which outlines planning controls and provides a clear context for local decision making. This ensures that actions are fair, transparent, and aligned with broader planning principles and objectives.

The Discussion Paper serves as a guide to the existing strategies and plans. It compares these against various factors, including current population forecasts, national and state priorities, community needs and aspirations, demographic changes, and shifts in the external environment. The paper aimed to stimulate informed discussion and feedback from the community and stakeholders, to inform the update and enhancement of planning strategies.

The NSW North Coast Regional Plan 2041 (NCRP), released in November 2022, offers high level regional guidance for future growth and development. Council’s Community Strategic Plan, titled Imagine 2050, adopted in 2022, outlines the community’s aspirations and priorities for the future, providing strategic direction to align policies, programs, and services.

The Local Strategic Planning Statement (LSPS) Shaping Our Future 2040, endorsed in September 2020, is the overarching Strategic Land Use Strategy for the LGA and local planning. The LSPS has legislative authority, meaning all changes to Local Planning Policy, including the Local Environmental Plan (LEP) and the Development Control Plan (DCP), must align with it.

The Urban Growth Management Strategy 2017-2036 (UGMS), endorsed in August 2018, focuses on urban development within the LGA. This includes considerations for housing, commercial areas, tourism development, parks, public spaces, community facilities, and physical infrastructure such as roads, water, sewage, and stormwater management. The strategy examines population forecasts, demand for new residences, the natural environment, and how to accommodate housing and employment growth over the next 20 years.

The Living and Place Strategy, adopted in 2024, is Port Macquarie-Hastings Council's housing strategy. It establishes a clear path for delivering new housing across the LGA until 2046. This strategy builds upon the North Coast Regional Plan 2041, the Imagine 2050 Community Strategic Plan, and the Local Strategic Planning Statement.

The Discussion Paper provides an overview and review of the LSPS and UGMS concerning their relevance to broader strategic planning and the NSW Government Framework that the Council operates within. It enabled Council to actively engage with the community and industry as a vital information element before proceeding with revisions to these critical strategic documents.

At the Ordinary Meeting of Council held on 20 June 2024, Council resolved as follows:

That Council:

1. Endorse the Local Strategic Planning Statement Discussion Paper for the purposes of public exhibition and place the Discussion Paper on public exhibition for a period of not less than 28 days.

2. Note that a further report will be presented to Council, following the public exhibition period, detailing the submissions received and any recommended changes to the Discussion Paper for consideration by Council following the 2024 Council election.

The Discussion Paper was publicly exhibited from 14 October 2024 until 22 November 2024.

During this public exhibition period, Council received 7 submissions and 26 completed surveys. Council also conducted 3 community conversation sessions in which 31 people attended. 3 pop-ups we also held, for 3 to 4 hrs in the following locations.

• Foreshore Markets, Westport Park Port Macquarie

• Riverwalk Markets, Laurieton

• IGA, Wauchope CBD

The following key themes emerged across all engagement activities for this project. The themes reflect a preference for balanced, sustainable urban development that prioritises environmental protection, housing diversity, and maintaining a high level of service for infrastructure.

· Environment Protection & Sustainability

o Strong emphasis on preserving green spaces, nature reserves, and minimising further deforestation for new developments. Many respondents urge the protection of koala habitat and other natural areas, with a call for more intensive use of existing cleared land.

o A focus on sustainable urbanisation, including sustainable transport options, waste management, and energy systems. There is concern over the impact of urban sprawl and the importance of limiting population growth in line with environmental capacity.

o Encouragement for higher-density housing in urban areas and commercial conversions rather than extending into undeveloped land.

· Housing & Community Needs

o The need for affordable housing, with some highlighting the lack of affordable homes in the region.

o Emphasis on providing a range of housing types for a range of demographics.

o A preference for increased rezoning of existing areas (for example converting R2 to R1) and infill development within urban boundaries to avoid sprawl. Housing developments should also consider connectivity to local services and amenities.

· Infrastructure & Transport

o Improved transport infrastructure, particularly public transport and active transport options including cycle paths and pedestrian walkways. There is concern about the lack of connectivity, particularly for residents in new housing estates.

o Suggestions for addressing the congestion on existing roads and creating more efficient road networks. Some respondents advocate for shared pathways and better integration of transport planning with housing developments.

· Urban Design & Planning

o There is support for mixed use zoning in urban areas, particularly in town centres, to encourage community interaction and reduce car dependency.

o Higher density developments are encouraged, but with a focus on thoughtful design that accommodates the needs of the elderly and disabled. Some respondents advocate for more creative architectural solutions, rejecting "box like" high rises, particularly near the coast.

o An expressed view that planning should balance environmental preservation with social needs, ensuring access to green spaces, sports facilities, and community amenities.

· Economic Development

o Ensuring that new developments provide local job opportunities, particularly in construction and other essential industries, to support the community’s economic stability.

· Community Consultation & Governance

o A desire for more active community consultation and ensuring that planning decisions reflect the needs and desires of local residents. Several respondents highlighted frustration with the lack of follow-through on previous plans and the slow pace of action.

o There is a call for more proactive governance, with many expressing dissatisfactions with how plans are often discussed without tangible outcomes or enforcement. Residents want Council to act on the community's input, rather than just discussing it.

· Preserving the Character of the Region

o A recurring theme is the desire to maintain the region’s aesthetic and environmental appeal. There is a desire to preserve historical neighbourhoods and avoid over-dense developments that detract from the charm of towns and villages.

· Public Services & Social Cohesion

o A focus on fostering social cohesion, with some suggesting that housing developments should encourage community interaction. Public spaces, sporting facilities, and adequate parking are essential to maintaining a sense of belonging and community safety.

o Strong support for investing in public amenities such as parks, sports facilities.

A summary of the submissions and responses are below and in the Engagement report (Attachment 1)

Next Steps

Should the recommendation be adopted, staff will further consider the information provided within the submissions and draft a new Port Macquarie Hastings Land Use Planning Strategy that consolidates the current LSPS and the UGMS actions and priorities with the future growth of the LGA, informed by community feedback and relevant strategies and documents.

Options

Council can opt to:

1. Adopt the recommendations and proceed with a review and draft of a new Local Strategic Planning Statement.

2. Request further information.

3. Not endorse the recommendation and resolve in some other manner.

4. Retain existing strategy documents without change.

This report recommends option 1.

Community Engagement and Internal Consultation

Internal Consultation

Consultation with was undertake with internal staff from the following sections of Council:

· Strategy and Land Use Planning

· Development Assessment

· Natural Resource Management

· Community Utilities (Water and Sewer)

· Community Infrastructure

External Consultation

See engagement report for full external engagement activities (Attachment 1)

Submission 1

Issue

King and Campbell on behalf of Client #01

With respect to the Urban Growth Area Boundary shown on the map at page 31 of the discussion paper, it is noted that only part of the subject land is identified as being within the boundary. In this regard, given that: all of the subject land is identified as being within the Fernbank Creek & Sancrox Structure Plan Area; and all of the subject land is identified as being within the Sancrox and Fernbank Creek Investigation Area of the Local Housing Delivery Plan; and all of the subject land will be required to be investigated as part of any future Planning Proposal; it is requested that the Urban Growth Area Boundary is adjusted to include all of the subject land.

Response/

Comment:

The area will be considered for inclusion in the urban growth investigation boundary. This investigation is required to consider all planning impacts for the area.

It is also highlighted that Urban growth boundaries are formally set by the NSW Department of Planning through the North Coast Regional Plan, The department has indicated the next review and update is 2027/2028.

Submission 2

Issue

King and Campbell on behalf of Client #02

Response/

Comment:

The area will be considered for inclusion in the urban growth investigation boundary. This investigation is required to consider all planning impacts for the area.

It is also highlighted that Urban growth boundaries are formally set by the NSW department of planning through the North Coast Regional Plan, The department has indicated the next review and update is 2027/2028.

Submission 3

Issue

Community Member

It is vital that before any more land is released for residential development (ie new investigation areas) that infrastructure including roads, active transport opportunities, water and sewerage is well in place to cope with population growth. In addition Council needs to update its Biodiversity Management Strategy and complete the State Government funded Koala habitat mapping so that all areas of High Environmental Value and as much native vegetation as possible including koala corridors are protected under C2 Zoning. Again this should happen before any new urban release areas are considered.

I consider the Local Strategic Planning Policy Statement gives a clear direction to Council to consider biodiversity and the impacts of climate change in all of its land use planning and any update of the LSPS should retain these important objectives.

Response/

Comment:

The review LSPS will seek to retain Koala and biodiversity protections in line with community feedback themes and legislative requirements.

The current LSPS includes 5 priorities around our natural environment and its protection.

Submission 4

Issue

Community Member 2

The site is vacant and substantially cleared of native vegetation. However, the parcel lies just outside the investigation boundary of the UGMS. Making our land still absent from the future investigation zones (see the map on page 31 Planning and Land Use Discussion Paper).

We request that the land be included into the UGMS and note that the owners of the land are ready to develop as soon as council permits. Although other areas of land are slated for future residential housing subdivision, the owners of that land are not always ready and willing or financial enough to pull the trigger and build the residential developments that you are looking for.

We have reviewed the Draft Local Housing Strategy 2021-2041 prepared by City Plan and supporting documents available on Council’s Have Your Say website. We also attended the online public and developer forums.

This misinforms the need for residential land, education, services and infrastructure to support a younger and more active population. The report itself acknowledges that the evidence relied on is pre-pandemic and that the document may need to be reviewed accordingly.

Response/

Comment:

The area will be considered for inclusion in the urban growth investigation boundary. This investigation is necessary to assess all planning impacts in the area.

It is important to note that urban growth boundaries are formally established by the NSW Department of Planning through the North Coast Regional Plan. The Department has indicated that the next review and update will take place in 2027/2028.

Council's demographic and land use data is modelled through REMPLAN, which is based on the 2021 ABS data and annual Estimated Residential Population updates, ensuring independent scrutiny and robustness. The updated REMPLAN modelling differs from the 2021 City Plan study, and the draft 2021 Housing Strategy has been reviewed, updated, and further adopted in the Living and Place Strategy 2024.

The property market is one of the key considerations in Council’s strategic planning, alongside demographics, liveability, servicing requirements, and future conditions. A central strategy in our Housing Strategy and Community Strategic Plan (CSP) is promoting housing diversity. If we do not encourage a variety of housing options, this could negatively impact liveability, affordability, and, in the long run, social cohesion and the economy.

Submission 5

Issue

Hopkins Consultants

We make this submission to ensure the future Structure Plan again includes land prior to finalisation of the exhibition documentation.

Response/

Comment:

The area will be considered for inclusion in the urban growth investigation boundary. This investigation is necessary to assess all planning impacts in the area.

It is also highlighted that Urban growth boundaries are formally set by the NSW department of planning through the North Coast regional plan, The department has indicated the next review and update is 2027/2028.

This will be further considered in the Fernbank Creek Sancrox structure plan review work.

Submission 6

Issue

The Honourable David Gillespie

See attachment 2

Response/

Comment:

See attachment 3

Submission 7

Issue

Community Member 3

I believe the two existing East-West arteries, William and Gordon streets are likely to be overwhelmed. A third thoroughfare is needed and I believe that funding needs to be sought from State and Federal sources to put in place a bridge linking Hill St. and Table St. Hill street is already a priority road and Table St. carries bypass traffic from Ocean Drive to Hollingsworth St.

Response/

Comment:

The transport link suggested, will be optioned as part of the proposed City Heart Master Plan which is currently underway and future transport studies.

Planning and Policy Implications

The LSPS integrates with Council’s Community Strategic Plan and updates to planning priorities will inform and guide decision making across the organisation, including within other strategies and actions plans.

Financial and Economic Implications

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

Attachments

1. Engagement Report

2. Submission - Landuse discussion paper - The Hon Dr David Gillespie MP

3. Response - Submission Landuse discussion paper - The Hon Dr David Gillespie MP

AGENDA Ordinary Council

20/02/2025

Item: 13.09

Subject: Development Servicing Plan (DSP) Water and Sewerage - Post Exhibition

Presented by: Community Utilities, Robert Fish

Alignment with Delivery Program

4.1.3 Plan, investigate, design and construct sewerage assets ensuring health, safety, environmental protection and the future growth of the region.

RECOMMENDATION

That Council:

1. Note the feedback received on the draft Port Macquarie-Hastings Development Servicing Plan 2024 during the exhibition period and responses to the feedback outlined in this report.

2. Note the updates made to the draft Port Macquarie-Hastings Development Servicing Plan 2024 as outlined in this report.

3. Adopt the Port Macquarie-Hastings Development Servicing Plan 2024 as presented with a cross-subsidy for the village service areas of Long Flat, Comboyne and Telegraph Point of a $0.81 increase to the Typical Residential Water Bill and a $0.91 increase to the Typical Residential Sewerage Bill.

4. Update the 2024-2025 Fees and Charges to reference the Port Macquarie-Hastings Development Servicing Plan 2024, with the new charges effective immediately.

5. Note the financial and economic implications of the adoption of the new Development Servicing Plan as outlined within this report.

Executive Summary

At the 18 July 2024 Ordinary Council Meeting, Council resolved:

13.05 Draft Development Servicing Plan (DSP), 2024 - Public Exhibition

That Council:

1. Note the Information in the Draft Port Macquarie-Hastings Development Servicing Plan 2024 Report and Audit Report.

2. Note that a cross subsidy option for Comboyne, Long Flat and Telegraph Point service areas has been applied.

3. Endorse the Draft Port Macquarie-Hastings Development Servicing Plan 2024 to be placed on public exhibition for a minimum of 30 days in accordance with legislative requirements.

4. Include a copy of the exhibited draft Development Contributions Assessment Policy in the public exhibition material for the Draft Port Macquarie-Hastings Development Servicing Plan 2024.

5. Receive a report back to the November 2024 Ordinary Council meeting following the public exhibition.

The draft Port Macquarie-Hastings Development Servicing Plan (DSP) 2024 was placed on public exhibition from 14 October to 22 November 2024 with a stakeholder information session held on 29 October 2024. The exhibition of the DSP was undertaken jointly with the Draft Local Infrastructure Contributions Plan. A 10-day notification period was also given for the engagement from 30 September - 11 October 2024, as per the requirements of the NSW Government’s 2016 Developer Charges Guidelines for Water Supply, Sewerage and Stormwater (Guidelines).

Five submissions were received that referred to the draft DSP. Three community members also completed the Have Your Say Survey that was open during the exhibition period. Nineteen industry stakeholders attended a 1.5-hour information session held at Council headquarters. Key staff and subject matter experts from Community Utilities and Community Engagement teams led the discussion and responded to questions from attendees.

The Public Exhibition Engagement Report is included at Attachment 1. A summary of the relevant DSP submissions and context of Council’s responses is included at Attachment 2. This summary page is also included within the final DSP, meeting a requirement of the Guidelines.

Feedback was generally supportive of the updated DSP, commenting on the readability, formatting and alignment to the NSW Government Guidelines. The proposed reduction of the water charges was also supported.

Concern was raised around the increases to the sewerage rates across the Local Government Area, in particular the large increase in the growth areas of Thrumster, Bonny Hills and Camden Haven.

One of the submissions provided suggested amendments and edits to the draft document to improve completeness without having to refer to the Guidelines, more information displayed on the maps and including policy matters within the plan and not in a separate policy document.

Following a review of all submissions the draft DSP was reviewed and updated. Several sewerage future capital works program amendments occurred resulting in revision to the rates from the draft version to the final DSP.

In accordance with Section 9 of the DSP, developer charges are to be indexed quarterly in line with movements in the CPI for Sydney all groups. Indexing the charges in the draft DSP to the December 2024 quarter (published in February 2025) equates to a 1.45% increase.

Indexed Developer Charges to be implemented at time of adoption (per recommendation) of the Final DSP are:

·	· DSP Service Area	· Developer Charge (per ET)	· Cross-subsidy: resulting increase in the Typical Residential Bill
Water Supply	Long Flat	7,080	$0.81 (0.1%)
	Comboyne	7,080
	Telegraph Point	7,080
	Hastings	7,080
Sewerage	Bonny Hills	16,230	$0.91 (0.1%)
	Camden Haven	16,230
	Thrumster	16,230
	Wauchope	8,457
	Long Flat	5,407
	Comboyne	5,407
	Telegraph Point	5,407
	Port Macquarie	5,407

The final Port Macquarie-Hastings Development Servicing Plan 2024, recommended for adoption, is included at Attachment 3.

Discussion

The Port Macquarie-Hastings region is one of the fastest growing regions in NSW. As an area grows, significant amounts of infrastructure is required to support this development. While the majority of the infrastructure within a new subdivision, such as the new roads, water and sewer pipes etc., are provided by the developer, the new community within the subdivision will also rely on upgraded and increased capacity from infrastructure external to the subdivision. As the need for this new and upgraded infrastructure is a result of the development, it is logical it is paid for by the development. This is achieved by Council levying infrastructure contribution charges on the development as a condition of approval.

Section 7.11 (formerly Section 94) of the Environmental Planning and Assessment Act allows NSW councils to collect contributions for public amenities and services, such as roads, open space, and public administration costs, and are specified in a Contributions Plan (CP). However, this does not cover water and/or sewerage infrastructure as not all councils in NSW are Local Water Utilities. For councils that are Local Water Utilities, Section 64 of the Local Government Act applies. This section serves as a cross reference to Division 5, Part 2 of Chapter 6 of the Water Management Act (Sections 305 to 307). Section 306 of the Water Management Act outlines that the payment of a contribution towards water and/or sewerage works can be requested as a pre-condition of granting a certificate of compliance for the development. The contribution amount is specified in a Development Servicing Plan (DSP).

Section 306 of the Water Management Act also specifies that consideration is to be given to any guidelines issued by the Minister for Water when calculating the amount of the contribution charge. The current guidelines issued by the NSW Government’s Water Branch are the 2016 Developer Charges Guidelines for Water Supply, Sewerage and Stormwater. The method for calculating charges and ultimately adopting a DSP is prescribed in detail within the guidelines.

Council has developed a new DSP in accordance with the 2016 Guidelines to replace the current DSP that was developed in 2014. Adherence to the Guidelines has been assured via a successful independent audit. Following a report presented to Council in July 2024 detailing the development of the new DSP, the draft plan was placed on public exhibition for 30 days from 14 October to 22 November 2024. Details of the exhibition, including submissions received are outlined below in the Community Engagement section of the report, in the Public Exhibition Engagement Report included at Attachment 1 and the summary of submissions and Council response context included at Attachment 2.

Following the exhibition period and considering submissions, a final review of the draft DSP was undertaken with several updates being made. Key updates were:

· Sewerage Future Capital Works Program (DSP Section 16) amendments:

o Removal of five sewer pump stations identified as being developer provided assets (as they will only service a single land holding), therefore cannot be included in the DSP calculation as per the Guidelines. This reduces the developer charge in the respective areas.

o Inclusion of a project to deliver an on-site emergency backup generator at Thrumster sewer pump station #08. This project was identified in a submission outlining further development in the pump station catchment. This inclusion results in a minor increase in the Thrumster Sewerage charge.

o Updates to the estimated project costs for two new pump stations to service the southern (Billabong Dr) Sancrox precinct. The revised cost estimates were taken from the concept design work completed for the Highway Service Centre project and the draft wastewater servicing plan. These revised costs result in increases to the Thrumster Sewerage Charge.

o Inclusion of Lake Cathie/Bonny Hills Sewer Pump Station #20. While this an existing asset, Council is off setting the costs for the initial developer (via contribution credits), therefore are required to recoup the funds through the DSP. This inclusion results in an increase in the Bonny Hills Sewerage Charge.

· Minor adjustment to the Existing Assets data. This adjustment results in a small decrease in some sewerage service area charges and a resultant small decrease in the sewerage cross subsidy.

· Future growth investigation areas have been included as DSP Planning Areas (identified in the area maps), defined as lands adjacent to DSP area boundaries which must be considered in the design and construction of any future asset works within the DSP.

· Section 2.3 Dispute Resolution has been updated to include the wording from the Guidelines in full to remove the need for readers to refer to the guidelines. This was a suggested update from a submission.

· A reference to REMPLAN population projections and Australian Bureau of Statistics (ABS) historic data has been included in Section 3.1 for completeness. This was a suggestion in a submission.

· The maps included in Section 13 were updated to show more of the new work from the program and their indicative location within the respective service areas. This was a suggestion from a submission.

· Addition of a new Section 20 - DSP Submission Feedback Summary. The Guidelines require the final DSP to include a summary of all submissions received during the exhibition period and summary of the respective responses.

· Addition of a new Section 21 - Administrative Matters. Currently the administration of contributions is outlined in the Development Contribution Assessment Policy (DCAP), 2016. This policy is under review with consideration being given to rescinding the policy and including the relevant administration and procedural matters in the respective plans. The new Section 21, while currently refers to the DCAP, allows for the easy inclusion of all relevant administrative matters in a single section without needing to amend the whole DSP. This was also a suggestion from a submission.

The adjustments to the Sewerage Capital Works Program and changes to the calculated developer charges has resulted in the amalgamation of the Bonny Hills, Camden Haven and Thrumster areas and subsequent charge calculations (as per the requirements in the 2016 Guidelines). The resultant change to the charges from the draft to the final DSP is a $1017 increase in the Thrumster area and a $934 decrease in the Bonny Hills and Camden Haven areas. Other charge changes are a $403 decrease in the Wauchope area and a $1 decrease for the Port Macquarie and Village areas.

There were no changes to the Water Supply charge.

The calculated developer charges (in 2024 dollars) in the new DSP are outlined below:

·	· DSP Service Area	· Developer Charge ($2024 per ET)	· Cross-subsidy: resulting increase in the Typical Residential Bill
Water Supply	Long Flat	6,979	$0.80 (0.1%)
	Comboyne	6,979
	Telegraph Point	6,979
	Hastings	6,979
Sewerage	Bonny Hills	15,998	$0.90 (0.1%)
	Camden Haven	15,998
	Thrumster	15,998
	Wauchope	8,336
	Long Flat	5,330
	Comboyne	5,330
	Telegraph Point	5,330
	Port Macquarie	5,330

CPI Indexed DSP Charges to be Implemented

In accordance with Section 9 of the DSP, developer charges are to be indexed quarterly in line with movements in the CPI for Sydney all groups. Calculations within DSP have been defined based upon March 2024 CPI indices published in May 2024 (137.7). With adoption, these rates are to be updated to reflect December 2024 CPI indices published in February 2025 (139.7). As shown in table below, this reflects a 1.45% increase from calculated rates.

Indexed Developer Charges to be implemented at time of adoption are:

	DSP Service Area	Developer Charge (per ET)	Cross-subsidy: resulting increase in the Typical Residential Bill
Water Supply	Long Flat	7,080	$0.81 (0.1%)
	Comboyne	7,080
	Telegraph Point	7,080
	Hastings	7,080
Sewerage	Bonny Hills	16,230	$0.91 (0.1%)
	Camden Haven	16,230
	Thrumster	16,230
	Wauchope	8,457
	Long Flat	5,407
	Comboyne	5,407
	Telegraph Point	5,407
	Port Macquarie	5,407

The difference between the indexed new and existing charges for each service areas, shown as a combined water and sewer development charge, is outlined in the table below:

DSP Area	Existing Combined Water & Sewerage Charge¹	Proposed Combined Water & Sewerage Charge	Difference
Port Macquarie	$16,943	$12,487	-$4,456
Thrumster	$16,943	$23,310	$6,367
Wauchope	$16,943	$15,537	-$1,406
Bonny Hills	$16,943	$23,310	$6,367
Camden Haven	$16,943	$23,310	$6,367
Long Flat	$16,943	$12,487	-$4,456
Comboyne	$16,943	$12,487	-$4,456
Telegraph Point	$16,943	$12,487	-$4,456

Note 1: Indexed current rate as of 6 February 2025.

The final Port Macquarie-Hastings Development Servicing Plan 2024, recommended for adoption, is included at Attachment 3.

Options

Council has the following options:

1. Resolve as recommended to adopt the new Port Macquarie-Hastings Development Servicing Plan 2024, including cross-subsidies with the charges effective immediately.

2. Resolve to delay the induction of the new charges to 1 July 2025. This presents a significant financial risk of an increase in certificate of compliance requests being received prior to this date under the current DSP rates, resulting in less income being received by Council to service development. Also note detailed commentary within the Community Engagement and Internal Consultation and Financial and Economic Implications sections of this report.

3. Resolve to phase in the new charges over 1, 2 or 3 financial years. While phasing in new charges over a 3-year period where there is a significant change to charges is permitted under the NSW Government Guidelines, the Guidelines state it is not encouraged.

4. Resolve to adopt lower charges than calculated, noting the NSW Government Guidelines states that adopting lower charges should be cross subsided by the community through higher water and sewer fees, with such cross subsidies disclosed in the DSP, Council’s Annual Report and annual Operational Plan.

The NSW Government Guidelines outline it is not permissible to adopt higher charges than those calculated.

Community Engagement and Internal Consultation

The draft DSP was placed on public exhibition from 14 October to 22 November 2024. A 10-day notification period was also given for the engagement from 30 September - 11 October 2024, as per the requirements of the NSW Government Guidelines. The exhibition of the DSP was undertaken jointly with the Draft Local Infrastructure Contributions Plan.

A 1.5-hour stakeholder information session was held at Council Headquarters building on 29 October 2024, where nineteen industry stakeholders attended. Key staff and subject matter experts from Community Utilities and Community Engagement teams led the DSP discussions and responded to questions from attendees.

Based on the statistics form the Have Your Say platform there were 12 engaged, 202 Informed and 370 Aware stakeholders. There was a total of 609 page visits and 179 downloads of the exhibited documents.

A total of nine submissions were received during the exhibition period. Three community members also completed the Have Your Say survey that was open over the period. The survey responses were more aligned to Council services to the community and project specific comments rather than relating to the development, adoption and implementation of the DSP.

Of the nine submissions only five related to the DSP.

A detailed analysis of the engagement undertaken, and submissions received is included in the Public Exhibition Engagement Report at Attachment 1. A summary of the submissions relevant to the DSP and context of Council’s response is included at Attachment 2.

Feedback on the DSP was generally supportive of the updated DSP, commenting on the readability, formatting and alignment to the NSW Government Guidelines. The proposed reduction of the water charges was also supported.

Concern was raised around the increases to the sewerage rates across the Local Government Area, in particular the large increase in the growth areas of Thrumster, Bonny Hills and Camden Haven. Also, concern was raised with what appears to be inequity with lower charges in some areas compared to others, this is addressed by ensuring the calculations are undertaken in accordance with the NSW Government Guidelines, which is demonstrated by successfully passing the independent audit by Department of Climate Change, Energy, the Environment and Water (DCCEEW) approved consultant Hydrosphere Consulting Pty Ltd.

Two submissions requested the increase in sewerage charges be either phased in over 3 years or the introduction be delayed until 1 July 2025. A key concern raised was the potential for the increased charges to subsequently increase the cost of housing. In response to this concern Council staff were able to refer to a recently released (August 2024) NSW Productivity and Equality Commission report ‘Review of housing supply challenges and policy options for New South Wales’.

A key point from the NSW Productivity and Equality Commission report was:

The Commission does not support waiving or reducing infrastructure contributions. When designed well, as NSW contributions are, infrastructure contributions do not reduce new housing supply. By the same token, waiving contributions does not boost housing supply. Developers generally cannot pass the cost of infrastructure contributions onto homebuyers, because homebuyers’ budgets are limited by their borrowing capacity. Housing prices are generally set by prices in the established market, not by the cost of developing new housing. So, when a government signals infrastructure contributions requirements clearly and in advance, as the NSW Government has, developers adapt to them by reducing what they are willing to pay for developable land.

This means contributions are effectively paid by landowners rather than developers or homebuyers. The reverse is also true. When developers are given concessions on their contributions, they use the extra funds to bid for scarce developable land, and land prices rise. Waiving infrastructure contributions therefore results in windfall gains for landowners, not more homes or cheaper homes. This idea is well-supported by the academic literature, and we have strong empirical evidence that waiving infrastructure contributions increases land prices, not housing supply. The NSW Government waived water developer charges in 2008-09 in the hope of boosting housing supply, but the outcome was higher land prices, not higher housing supply (Box 6).

Box 6: Waiving water developer charges in 2008-09 did not improve housing supply

The NSW Government set DSPs for Sydney Water and Hunter Water to zero in 2008-09 as a stimulatory response to the global financial crisis (NSW Government, 2008). It was intended to support the construction sector during an economic downturn, but the waiver was not reversed, even after the Australian economy and property markets recovered in the ensuing years.

The NSW Productivity Commission recommended charges be restored in its 2020 Review of Infrastructure Contributions in New South Wales. A phased-in return to water developer charges commenced in 2023.

IPART recently analysed the experience of zero developer charges for metropolitan water utilities (IPART, 2024). It concluded the additional cashflow for developers had no effect on housing supply. IPART found:

• vacant land prices in areas where water and wastewater charges were removed increased by roughly the value of the charges compared to areas not subject to the policy change

• the change had no statistically significant impact on housing prices compared to other Australian capital cities (where there was no change in charges).

They conclude that landowners benefited from the removal of developer charges, without a significant impact on housing supply and/or prices. Additionally, they expect the cost burden of the reintroduction of developer charges will be primarily borne by owners of vacant land and will not impact housing prices.

Therefore, based on this independent analysis it is not recommended to phase in or delay the implementation of the new charges given the large increase in the sewerage charges is somewhat offset by a decrease in the water charge and any such delay (and hence cheaper developer charges in the short term) is not expected to be passed onto homebuyers.

One of the submissions provided detailed suggestions for amendments and edits to the draft document to improve completeness without having to refer to the Guidelines, more information displayed on the maps and including policy matters within the plan and not in a separate policy document. All the suggested amendments, except including the policy matters, were able to be implemented in the final DSP. The review of the Development Contributions Assessment Policy, 2016, is still on-going. However, a new section, Section 21, has been added to the final DSP, which can be updated as a standalone section to include the required policy/procedural administrative matters following the review of the current policy.

Response letters have been sent to all parties that provided a submission.

Internal consultation has occurred between the Utilities Planning Design Group and Strategy Group.

Planning and Policy Implications

Following the adoption of the Water and Sewer Development Servicing Plan, all Water and Sewerage contributions will be based on the new charges as detailed in the adopted DSP.

The Development Contributions Assessment Policy, 2016, is still being reviewed, and as such remains the current policy for the administration of development contributions. A future report will be provided to Council once the review of this policy has been completed.

Financial and Economic Implications

The calculation of the Developer Charges outlined in the Development Servicing Plan 2024 have been carried out in accordance with the NSW 2016 Developer Charges Guidelines for Water Supply, Sewerage and Stormwater and also been subject to an independent audit by a DCCEEW approved consultant to ensure compliance with the guidelines. The resultant charges are therefore an accurate reflection of the cost of works to service the expected growth over the next 10 years above assets required to be delivered by development.

As expected, the combined water and sewer charges for growth areas (Thrumster, Bonny Hills and Camden Haven) have gone up compared to the existing charges, while the other areas (Port Macquarie, Wauchope, Comboyne, Long Flat and Telegraph Point) have gone down as detailed in this report.

The assessed increase in sewer reserve income over the 10-year Long Term Financial Plan because of the increased developer charges is approximately $25 million, a 43% increase. This increased income is important for the affordability of the identified sewer works program.

Due to the large increase in the sewerage developer charge in several areas, there has been an increase in requests from developers with approved Development Application consents for a Notice of Payment to only pay their current sewerage contribution on the lower rate for their entire approved development. This forward payment of contributions is not normal, with payment of contributions usually occurring once a sub-division stage is constructed. It is assumed they would then look to wait and pay their water contributions once the new lower rate is in effect.

Council staff have reviewed the legality of this practice as it may significantly impact the projected income that will be received. As required under the Water Management Act, to obtain a Certificate of Compliance from the Water Authority (Council), all current obligations for the payment of water and sewerage contributions must be met within the validity period of the Notice of Payment, being 90 days in accordance with the Development Contributions Assessment Policy. Should this not be achieved, and a new request is lodged to obtain a Certificate of Compliance, all contribution obligations for water and sewer will be based on the rate at the time of the new request irrespective of any part payments that may have been made under the initial Notice of Payment provided. The practical implications of this are that if the new Port Macquarie-Hastings Development Servicing Plan 2024 is adopted, all contributions must be paid within 90 days of the Notice of Payment that was provided under the current Development Servicing Plan, and if not contributions will be required to be paid in full in accordance with the updated DSP rates. This will mean developers are not able to selectively pay the cheaper rates for the water and sewer components from the respective plans.

Attachments

1. DSP and LICP Public Exhibition Engagement Report, December 2024

2. Summary of DSP Submissions and Responses

3. Port Macquarie Hastings Council Development Servicing Plan, 2024 (Final)

AGENDA Ordinary Council

20/02/2025

Item: 13.11

Subject: Regional Waste (Organics and Recyclables) Processing Collaboration - Memorandum of Understanding

Presented by: Community Utilities, Robert Fish

Alignment with Delivery Program

4.1.7 Develop and implement effective waste management strategies.

RECOMMENDATION

That Council note the proposed regional collaboration approach and endorse signing of the draft MoU for Regional Waste Processing (Organics and Recyclables) between Port Macquarie-Hastings Council, Kempsey Shire Council, Bellingen Shire Council and Nambucca Valley Council

Executive Summary

Port Macquarie-Hastings Council’s three major waste contracts for collection, organic processing and dry recyclables processing all expire on 31 August 2026. Kempsey Shire Council, Nambucca Valley Council and Bellingen Shire Council have all demonstrated their support on collaborating with Council on joint waste processing contracts with a signed letter of intent.

A Memorandum of Understanding (MoU) has been drafted which commits these Councils to send their organics and recycling to the Cairncross Waste Management Facility (CWMF) for processing under the new waste contracts being developed. If Council endorses the proposed regional collaboration approach and MoU, and it is signed by all parties, contractually-binding supply agreements will be developed with each Council to ensure the delivery of the material.

Including the additional dry recyclables and organics tonnage for processing at CWMF from the other Councils under a central contract administered by PMHC increases the economies of scale and will likely result in a lower per tonne processing cost, ultimately benefiting the community. Grant funding is available for developing waste contracts that involve regional collaboration and a signed MoU would support such an application.

Discussion

Background

Council’s three major waste contracts all expire on 31 August 2026 and there are no further extension options within each contract. These contracts are:

· Waste Collection Services (referred to as Collections Contract)

· Organics Processing Services (referred to Organics Contract)

· Processing of Dry Recyclables (referred to as Recycling Contract)

PMHC currently accepts and processes Kempsey Shire Council (KSC) domestic organics and recyclables at the Organics Resource Recovery Facility (ORRF) and Materials Recovery Facility (MRF) respectively as KSC do not have processing facilities.

Nambucca Valley Council (NVC) and Bellingen Shire Council (BSC) have a joint waste collection contract with Coffs Harbour City Council (CHCC), which includes sending their kerbside recyclables and organics to CHCC’s facilities for processing. This contract expires in March 2027. Council has been aware of previous discussions between NVC, BSC and CHCC that have indicated that CHCC are focused on local waste challenges and not looking to collaborate on a regional basis.

In May 2024, NVC met with PMHC staff to discuss collaboration opportunities for processing recyclables and organics regionally, with particular interest in sending their material to the ORRF and MRF at the Port Macquarie-Hastings Cairncross Waste Management Facility.

Arising from this and to support further discussions with the respective Councils, it was determined that an MOU would be an appropriate mechanism to investigate waste and resource recovery joint contract opportunities.

PMHC waste planning and procurement staff attended a local government waste procurement workshop in Coffs Harbour in August 2024 hosted by the NSW Environment Protection Authority (EPA). In attendance were members of KSC, NVC, BSC, CHCC, Impact Environmental Consultants (who chaired the workshop) and the NSW EPA Joint Procurement team. At this workshop, the opportunity for collaboration on waste contracts was discussed with all council members in attendance demonstrating their willingness to investigate further. It is noted that CHCC did not demonstrate as strong of a willingness to proceed compared to the other councils due to their continued focus on local waste challenges.

Following the workshop, a letter of intent (Attachment 1) was signed by the General Managers / Chief Executive Officers of PMHC, KSC, NVC and BSC on 5 September 2024 outlining each council’s support of progressing a regional approach for processing organics and recycling at the Cairncross WMF. This letter was sent to the NSW EPA to highlight the intention of all councils working together and pre-empting seeking grant funding to support this approach.

Waste quantities

The below graph shows the annual tonnage of domestic kerbside recycling and organics from each council. The ORRF processes approximately 35,000 tonnes per annum (t/p.a). and is licensed to process up to 50,000 t/p.a. The MRF processes approximately 15,000 t/p.a. and is licensed to process up to 30,000 t/p.a. While the ORRF is currently experiencing challenges with excess onsite stock, this has not been caused by an oversupply of incoming material. When operating normally, the ORRF could manage the additional quantities of kerbside organics from NVC and BCS. The existing MRF operator has confirmed that they would be able to manage the NVC and BSC material if it were sent for processing.

Indicative quantities of CHCC kerbside commingled recycling and food and garden organics are 12,000 tonnes and 15,500 tonnes per annum respectively. If PMHC were to accept these quantities from CHCC in addition to NVC’s and BSC’s, it would exceed the licence annual limits for the MRF and ORRF. If Council were to consider accepting CHCC’s material, it would require consultation with the EPA and facility operators on varying the licence and would likely require significant capital investment to cater for processing more material.

For this reason, CHCC is not part of the regional collaboration MoU.

MoU details

The MoU (Attachment 2) has been drafted in-house with support from Council’s Legal Counsel. While it is not a contractually-binding document, it does establish a more formalised commitment from all participating councils. It was sent to KSC, BSC and NVC for their review and no significant changes were proposed.

If the MoU is endorsed, it will be sent to the other councils for execution. Once signed, PMHC would commence work on developing supply agreements with each council that will be contractually binding. These agreements are required to ensure the agreed quantities of material for processing are received at the facilities, as this will be a contractual requirement of PMHC and the respective processing contractors, whose prices will be based on the stated quantities. There would likely be a contractual penalty should the quantities continually fall below the agreed amount. The contractually binding supply agreements between PMHC and the other councils could ensure any such penalties are covered by the other councils to maintain equity between all parties. The supply agreements would also set out the required overhead payments on top of the direct contract payment each council would pay to PMHC to cover the respective share of any capital improvements to the facilities funded by PMHC and the on-going operational costs for the management of the contracts and facilities.

It is noted that the acceptance of general waste for landfilling at any council’s landfill and joint collection contracts are outside the scope of the MoU.

Funding opportunities

The NSW EPA released the Waste and Sustainable Materials Strategy 2041 - Stage 1: 2021 - 2027 in June 2021 which sets the direction of the state for the next 6 years. This strategy identifies the need to help local governments jointly procure waste services at scale to underpin investment in new infrastructure.

The NSW EPA have established a joint procurement facilitation service to assist local councils in undertaking joint procurement for waste services. It includes market data and analytics, funding support, panel of experts and a library of training and guidance materials. Council has already been successful in receiving Stream 1 grant funding from this program in late 2024 and will seek Stream 2 funding for the development of these waste contracts. A signed MoU would support this grant application in showing the commitment for regional collaboration.

Strategic benefits of collaboration

By consolidating local council waste volumes and approaching the market with scale, PMHC may be able to attract investment in new infrastructure and services. This can help remove barriers to entry for new investors, increase competition in the waste services sector and put downward pressure on costs for councils and households. It can also promote innovation in waste service delivery by providing opportunities to trial and scale up new ideas and provide a forum to test standardisation of services where appropriate.

If PMHC were to accept recyclables and organics from NVC and BSC on top of KSC, which is already received, it may lower the processing rate per tonne that PMHC would pay for the new Recycling Contract and Organics Contract as the costs would be shared between all participating councils.

Collaborating with neighbouring councils links directly to the strategic objectives in the Council-adopted Waste and Resource Recovery Strategy 2024-2034. The strategic leading principle of this strategy is: “We will manage waste and resources responsibly and be a regional leader in building a circular economy”. Two of the strategic objectives directly relate to regional collaboration as shown below:

· Be a regional leader in waste management

· Leverage the benefits of regional collaboration and cooperation with respect to best practice waste management

Existing regional collaboration

PMHC, KSC, NVC, BSC and CHCC are all members of the MidWaste Regional Waste Forum so there are long-standing relationships already established in delivering waste initiatives. Council, KSC and BSC are also members of the Mid North Coast Joint Organisation.

Options

Council has the following options:

· Resolve in line with the recommendation as proposed

· Not endorse the MoU for regional waste collaboration and focus on managing PMHC waste only

· Propose amendments to the MoU and/or seek further information.

Community Engagement and Internal Consultation

No direct community engagement has occurred in relation to this report.

The Waste and Resource Recovery Strategy 2024-2034 was adopted following community engagement in 2024.

Engagement has occurred with the other councils with discussions at a local procurement workshop in August 2024 and the drafting and subsequent signing of the letter of intent. The MoU has been shared with relevant staff of KSC, NVC and BSC for review.

Further discussion in September 2024 has also taken place between PMHC and CHCC staff in relation to regional opportunities for collaboration regarding waste. PMHC staff outlined that while open to further regional collaboration the volumes of waste from CHCC cannot be processed at the current Cairncross facilities, which are intended to be used as part of the next contracts.

Internal Consultation

Internal consultation has occurred between:

· Waste Projects Officer

· Innovation, Process and Compliance Manager

· Group Manager, Community Utilities Planning & Design

· Legal Counsel

· Director, Community Utilities

Planning and Policy Implications

Regional collaboration on waste is aligned to the objectives stated in PHMC’s adopted Waste and Resource Recovery Strategy.

There are no policy implications in relation to this report.

Financial and Economic Implications

If Council were to accept recyclables and organics from NVC and BSC, it may lower the processing rate per tonne that the Council would pay for the new Recycling Contract and Organics Contract as the costs would be shared between all participating councils.

Attachments

1. Letter of Intent - Mid North Coast Regional Waste Collaboration 2024 09 05

2. Memorandum of Understanding (MoU) - Regional collaboration for waste collection and processing 2025 02 06

date of meeting:		Thursday 20 February 2025
location:		Council Chambers, 17 Burrawan Street, Port Macquarie
time:		2:00 PM

Donation of Glasshouse Vouchers to Comboyne Bowling Club fundraiser for Laurieton Seafoods	$200.00

Total allocation	$200.00

Original Budget position as at 1 July 2024	Balanced	$0
Plus adjustments:
July Review	Balanced	$0
September Review	Balanced	$0
October Review	Balanced	$0
November Review	Balanced	$0
January Review	Balanced	$0
Revised Budget position as at 31 January 2025	Balanced	$0

Regulation/Guideline Requirement	Response
Policy must be in place by 3 April 2023	Council updated its longstanding Policy in 2022 to comply with the newly released Regulation.
Council-related applications must be exhibited for 28 days.	Council’s Policy includes the requirement to exhibit Council-related applications for 28 days.
Council-related development applications must now be accompanied by either a management strategy statement, which explains how Council will potentially manage conflicts of interest, or a statement that Council has no management strategy for the application.	The required management strategy provisions are included in the Policy.
Council must record conflicts of interest in connection with each Council-related development application, and the measures taken to manage to conflicts, in its existing DA register.	Administration processes have been established to meet this requirement. An example management statement template included in the Policy.