Agenda of Ordinary Council - Thursday, 17 April 2025

UNCONFIRMED MINUTES

Ordinary Council Meeting

20/03/2025

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:

Acting Chief Executive Officer (Robert Fish)

Director Business and Performance (Keith Hentschke)

Director Community, Planning and Environment (Melissa Watkins)

Acting Director Community Infrastructure (Blayne West)

Group Manager Governance (Michael Ferguson)

Governance Officer (Tania Ellis)

The meeting opened at 2.00pm

01 ACKNOWLEDGEMENT OF COUNTRY

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

02 REMOTE ATTENDANCE AT MEETING

Nil

03 LOCAL GOVERNMENT PRAYER

Reverend John Forbes from the Hastings River Presbyterian Church delivered the Local Government Prayer.

04 APOLOGIES

RESOLVED: Roberts/Kirkman

That the apology received from Councillor Maltman be accepted.

carried: 8/0

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

Against: Nil

05 CONFIRMATION OF MINUTES

RESOLVED: Roberts/Sheppard

That the Minutes of the Ordinary Council Meeting held on 20 February 2025 be confirmed.

carried: 8/0

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

Please note that Item 5 - Confirmation of Minutes was recommitted later in the meeting to correct an omission.

06 DISCLOSURES OF INTEREST

Councillor Sheppard declared a non-pecuniary significant interest in Item 11.02 Petition - Location of SouperVan. The reason being is that Council Sheppard had a personal relationship with the organiser of the petition, Troy Eggleton and his family, dating back approximately 30 years, and have not maintained regular contact in recent years. Councillor Sheppard considers that a reasonable and informed person would consider this relationship could influence her decision making on this matter. Councillor Sheppard intends to leave the meeting, be out of sight and take no part in consideration of this item.

Councillor Sheppard declared a non-pecuniary significant interest in Item 11.03 SouperVan Mobile Food Van - Use Of Bain Park. The reason being is that Council Sheppard had a personal relationship with the applicant in this item, Troy Eggleton and his family, dating back approximately 30 years, and have not maintained regular contact in recent years. Councillor Sheppard considers that a reasonable and informed person would consider this relationship could influence her decision making on this matter. Councillor Sheppard intends to leave the meeting, be out of sight and take no part in consideration of this item.

Councillor Sheppard declared a Non-Pecuniary - Less than Significant interest in Item 13.08 Post Exhibition Report - PP2022-2.1 - Planning Proposal, Proposed Catholic High School - Lot 6 DP 594793, Lots 6 & 7 DP 594792, 1175-1191 Ocean Drive Bonny Hills. The reason being is that Councillor Sheppard resides in a property she owns nearby to the subject land, and she has family who reside in a property they own nearby to the subject land, which may be perceived to be a conflict of interest. Councillor Sheppard considers the interest less than significant because neither she or her family stand to gain or lose from the decision before Council, and she intends to remain in the meeting, participate and vote in the matter as this perceived conflict will not influence her decision making in the matter.

Councillor Tubman declared a Non-Pecuniary, Less Than Significant Interest in Item 13.08 - Planning Proposal Proposed Catholic High School, the reason being that Councillor Tubman previously worked at the St Agnes parish however it is noted that this employment there ceased almost 12 months ago. Councillor Tubman 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.

Councillor Tubman declared a Non-Pecuniary - Less than Significant interest in Item 13.12 Notice Of Motion - Secondary Dwellings On Rural Properties. The reason being is that Councillor Tubman is in the process of purchasing Rural zoned land. Councillor Tubman 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.

Councillor Hornshaw declared a Non-Pecuniary - Less than Significant interest in Item 13.12 Notice Of Motion - Secondary Dwellings On Rural Properties. The reason being is that Councillor Hornshaw is the owner of, and resides on Rural zoned land. Cr Hornshaw noted that any future changes to the Local Environmental Plan provisions relating to the rural zones impact all owners of rural zoned land. Councillor Hornshaw 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.

Acting Chief Executive Officer Robert Fish declared a Non-Pecuniary - Less than Significant interest in Item 11.01 Petition - Request for Information on Port Macquarie Athletics Track. The reason being is that Mr Fish is a member of the Port Macquarie Pacers Running Club whom coordinated the petition, and is a non-committee member of the club. Mr Fish considers the interest less than significant and he intends to remain in the meeting.

07 MAYORAL MINUTES

Nil.

08 CONFIDENTIAL CORRESPONDENCE TO ORDINARY COUNCIL MEETING

Nil.

09 ITEMS TO BE DEALT WITH BY EXCEPTION

RESOLVED: Roberts/Tubman

That Items 10.01, 10.02, 10.04, 10.08, 10.09, 11.04, 11.05, 12.01, 13.01, 13.02, 13.03, 13.09, and 13.10 be considered as a block resolution.

carried: 8/0

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

Against: Nil

RESOLVED: Edwards/Lipovac

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 - 6 February to 5 March 2025

RESOLVED: Edwards/Lipovac

That Council note that there have been no allocations from the Mayoral Discretionary Fund for the period 6 February to 5 March 2025 inclusive.

10.02 Status of Reports From Council Resolutions

RESOLVED: Edwards/Lipovac

That Council

1. Note the information contained in the Reports to Future Council Meetings - Council Resolutions.

2. Note the information contained in the Reports to Future Council Meetings - Cyclic

10.04 Legislative Compliance Register - Report

RESOLVED: Edwards/Lipovac

That Council note the 2023-2024 Legislative Compliance Register - Report.

10.08 Investments and Loans - February 2025

RESOLVED: Edwards/Lipovac

That Council note the Investment and Loans Report for February 2025

10.09 Community Utilities Annual Compliance and Performance Report - 2023/24

RESOLVED: Edwards/Lipovac

That Council note the information contained within this report regarding the Annual compliance and performance reporting of Council’s drinking and recycled water supply, wastewater systems and waste management services for the reporting period 1 July 2023 to 30 June 2024.

11.04 Policy Review - Beach Driving

RESOLVED: Edwards/Lipovac

That Council:

1. Note the information contained within this report relating to the review of the Policy - Beach Driving.

2. Endorse the revised draft Policy - Beach Driving for public exhibition for a period of not less than 28 days.

3. Note that Council will receive a further report at a future Ordinary Council Meeting outlining community feedback received during the public exhibition period.

11.05 Draft Places to Play Plans

RESOLVED: Edwards/Lipovac

That Council:

1. Place the latest draft sub plans of the Places to Play Plan, namely the:

· Watercraft Access and Fishing Areas Plan and

· Community Gardens Plan

in conjunction with the following previously adopted draft sub plans:

o Skate Spaces Plan

o Outdoor Fitness Equipment Plan

o Outdoor Courts Plan

o Off-leash Areas and Designated Dog Parks Plan

on 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 of all six draft sub plans as follows:

· Skate Spaces Plan

· Outdoor Fitness Equipment Plan

· Outdoor Courts Plan

· Off-leash Areas and Designated Dog Parks Plan

· Watercraft Access and Fishing Areas Plan

· Community Gardens Plan

12.01 Policy Review - Dogs In Public Open Spaces

RESOLVED: Edwards/Lipovac

That Council:

1. Note the review of the Dogs in Public Open Spaces Policy in accordance with Council’s Policy Framework.

2. Approve the public exhibition of the revised draft Dogs in Open Public Spaces Policy for a period of not less than 28 days.

3. Note that a further report will be tabled at a future Ordinary Council Meeting detailing the submissions received during the public exhibition period and any changes recommended.

13.01 Policy Review - Control of Burning

RESOLVED: Edwards/Lipovac

That Council:

1. Note the review of the Control of Burning Policy in accordance with Council’s Policy Framework.

2. Approve the public exhibition of the revised draft Control of Burning Policy for a period of not less than 28 days.

3. Note that a further report will be tabled at the May 2025 Ordinary Council Meeting detailing the submissions received during the public exhibition period and any changes recommended.

13.02 Policy Review - Transport and Drainage Policy Suite - Post Public Exhibition

RESOLVED: Edwards/Lipovac

That Council

1. Adopt the following Policies:

· 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. Rescind the following existing Policies

· Parking Policy

· Footpath and Walkways in Public Reserves Policy

13.03 Policy Review - Liquid Trade Waste Policy - Post Public Exhibition

RESOLVED: Edwards/Lipovac

That Council:

1. Note that no submissions were received during the exhibition period

2. Adopt the Liquid Trade Waste Policy

13.09 Lake Cathie Natural Resources Management Monthly Update Report

RESOLVED: Edwards/Lipovac

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.

13.10 Extension of Contract T-20-06 Operation of Port Macquarie-Hastings Council Vehicular Ferry Services

RESOLVED: Edwards/Lipovac

That Council:

1. Request the Chief Executive Officer to enter into negotiations to vary Contract T-20-06 for the Operation of Port Macquarie-Hastings Council Vehicular Ferry Services, extending the contract for a further period of six (6) months until 31 December 2025, in accordance with the contract’s terms and conditions.

2. Delegate authority to the Chief Executive Officer to negotiate and execute the Contract extension agreement with Ferrymen (Port Macquarie) Pty Ltd for a period of up to six (6) month period ending by 31 December 2025, in accordance with the current contract’s terms and conditions.

3. Note that procurement planning is underway for an open tendering process to be advertised in mid-2025 for a new contract for the Operation of Port Macquarie-Hastings Council Vehicular Ferry Services anticipated to be awarded by September 2025.

Suspension of Standing Orders

RESOLVED: Roberts/Lipovac

That Standing Orders be suspended to allow Items 11.02, 11.03 and 13.08 not in the block to be brought forward and considered next.

carried: 8/0

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

Against: Nil

11.02 Petition - Location of SouperVan

Councillor Sheppard declared a non-pecuniary significant interest in this item. The reason being is that Council Sheppard had a personal relationship with the organiser of the petition, Troy Eggleton and his family, dating back approximately 30 years, and have not maintained regular contact in recent years. Councillor Sheppard considers that a reasonable and informed person would consider this relationship could influence her decision making on this matter. Councillor Sheppard left the meeting, was out of sight and took no part in consideration of this item.

RESOLVED: Lipovac/Hornshaw

That Council:

1. Note the petition lodged by Mr. Troy Eggleton from The Adventist Development and Relief Agency (ADRA) seeking Council grant permission for the SouperVan to return to its original location in Wauchope.

2. Respond to the organiser of the petition with the outcome of Council’s consideration in this matter

carried: 7/0

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

Against: Nil

11.03 SouperVan Mobile Food Van - Use of Bain Park

Councillor Sheppard declared a non-pecuniary significant interest in Item 11.03 Soupervan Mobile Food Van - Use Of Bain Park. The reason being is that Council Sheppard had a personal relationship with the applicant in this item, Troy Eggleton and his family, dating back approximately 30 years, and have not maintained regular contact in recent years. Councillor Sheppard considers that a reasonable and informed person would consider this relationship could influence her decision making on this matter. Councillor Sheppard intends to leave the meeting, be out of sight and take no part in consideration of this item.

RESOLVED: Lipovac/Roberts

That Council:

1. Note the application from ADRA for the operation of the SouperVan at Bain Park, High Street, Wauchope.

2. Note the information provided relating to alternate locations.

3. Approve the Section 68 Application for the applicant's preferred location at Bain Park for a period of twenty-four (24) months for a Mobile Food Vendor - SouperVan.

4. Waive all the fees associated with the application(s) for the approved location through until the end of the 2026-2027 Financial Year.

5. Inform the applicant of the outcome of Council’s consideration of this matter.

carried: 7/0

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

Against: Nil

13.08 Post Exhibition Report - PP2022-2.1 - Planning Proposal Proposed Catholic High School - Lot 6 DP 594793, Lots 6 & 7 DP 594792, 1175-1191 Ocean Drive Bonny Hills
Applicant - King and Campbell Pty Ltd
Landowner - St Agnes Catholic Parish, The Trustees of the Roman Catholic Church Diocese of Lismore

Councillor Sheppard declared a Non-Pecuniary - Less than Significant interest in this Item. The reason being is that the Councillor Sheppard resides in a property she owns nearby to the subject land, and she has family who reside in a property they own nearby to the subject land, which may be perceived to be a conflict of interest. Councillor Sheppard considers the interest less than significant because neither she or her family stand to gain or lose from the decision before Council, and she intends to remain in the meeting, participate and vote in the matter as this perceived conflict will not influence her decision making in the matter.

Councillor Tubman declared a Non-Pecuniary, Less Than Significant Interest in this item, the reason being that Councillor Tubman previously worked at the St Agnes parish however it is noted that this employment ceased almost 12 months ago. Councillor Tubman remained in the meeting, participated and voted in the matter as this perceived conflict did not influence his decision making in the matter.

RESOLVED: Roberts/Intemann

That Council:

1. Note the engagement report (Attachment 4) summary of submissions received during public exhibition of the Planning Proposal PP-2022-2.1.

2. Note the conditional Gateway Determination (Attachment 2) granted by the Department of Planning, Housing and Infrastructure on 5 July 2024 authorising Council as the planning proposal authority to exercise the functions of the local plan-making authority under section 3.36(2) of the Environmental Planning and Assessment Act 1979.

3. As a result of the consideration of submissions and Government agency responses:

a) endorse the Planning Proposal as publicly exhibited (Attachment 1) under section 3.35 of the Environmental Planning and Assessment Act 1979 in relation to Lot 6 DP 594793, Lots 6 and 7 DP 594792, 1175 and 1191 Ocean Drive Bonny Hills to rezone the subject land from RU1 Primary Production to part SP2 Infrastructure (school) and part C2 Environmental Conservation to enable an educational establishment under the Port Macquarie-Hastings LEP 2011, and

b) take the necessary steps under Section 3.36 of the Environmental Planning and Assessment Act 1979 to finalise the Port Macquarie-Hastings Local Environmental Plan 2011 (Map Amendment No 8) to give effect to the Planning Proposal.

4. Delegate authority to the Director Community, Planning and Environment to make inconsequential or minor administrative amendments to the Planning Proposal prior to forwarding it to the Department of Planning, Housing and Infrastructure for finalisation.

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

carried: 8/0

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

Against: Nil

PROCEDURAL MOTION

RESOLVED: Sheppard/Roberts

That Council recommit Item 5 Confirmation of Minutes to correct an omission in the previous resolution.

carried: 8/0

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

Against: Nil

05 CONFIRMATION OF MINUTES

RESOLVED: Roberts/Lipovac

1. That the Minutes of the Ordinary Council Meeting held on 20 February 2025 be confirmed.

2. That the Minutes of the Extraordinary Council Meeting held on 11 March 2025 be confirmed.

carried: 8/0

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

Against: Nil

Item 10.02 Status of Reports From Council Resolutions, has been addressed previously within the meeting.

10.03 Report of the Audit, Risk and Improvement Committee Meeting Held 4 March 2025

RESOLVED: Sheppard/Roberts

That Council note the report of the Audit, Risk and Improvement Committee held 4 March 2025.

carried: 8/0

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

Against: Nil

Item 10.04 Legislative Compliance Register - Report, has been addressed previously within the meeting.

10.05 Policy Review - Draft Risk Management Policy

RESOLVED: Sheppard/Roberts

That Council adopt the draft Risk Management Policy.

carried: 8/0

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

Against: Nil

10.06 Disclosure of Interest Return - Designated Persons

RESOLVED: Roberts/Intemann

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

1. Community Infrastructure - Fleet Services Manager

2. Community Planning and Environment - Group Manager Environment and Regulatory Services

3. Community Utilities - Water and Sewer Compliance Coordinator

4. Community Utilities - Project Manager

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.

10.07 Monthly Budget Review - February 2025

RESOLVED: Edwards/Roberts

That Council:

1. Adopt the adjustments in the February 2025 Adjustments section of the Monthly Budget Review – February 2025 report and associated attachment.

2. Approve the $11,354,833 budget carry forwards relating to Operational Plan Actions deferred by Council in February 2025.

3. Approve the deferral of additional actions in the 2024-2025 Operational Plan to future years as follows:

· COA 14 Port Macquarie Community Centre-Design & Construct

· CIR 03 Laurieton Depot Building Upgrade

· LUP 04 Develop precinct plan

· SPA 02 Greenmeadows Reserve - Playground Upgrade

· SPA 35 Thrumster Sports Fields - Construction

· SPA 09 Wallace Reserve, Scarborough Way - Playground Upgrade

· WAS 04 Port Macquarie Bulk WTP at Cowarra Dam

· WAS 31 Preconstruction Works for Kew (Area 15) Reservoir

4. Having regard to item 3 above, approve the associated $20,337,000 in budget carry forwards.

5. Approve $19,717,302 in additional budget carry forwards for programs detailed in Attachment 3 to this report.

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

carried: 8/0

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

Against: Nil

Item 10.08 Investments and Loans - February 2025, has been addressed previously within the meeting.

Item 10.09 Community Utilities Annual Compliance and Performance Report - 2023/24, has been addressed previously within the meeting.

10.10 Notice of Motion - National General Assembly

RESOLVED: Edwards/Tubman

That Council approves the following motions to be put to the 2025 National General Assembly:

(a) This National General Assembly calls on the Australian Government to:

Support Local Governments in addressing the need for Climate Adaptation initiatives, through formula-based funding that is provided to all Councils.

(b) This National General Assembly calls on the Australian Government to:

Ensure that any further Federal grant funding programs for enabling infrastructure that supports housing delivery apportions at least $500million each year for which only Local Governments are eligible.

carried: 5/3

For: Edwards, Intemann, Lipovac, Sheppard and Tubman

Against: Hornshaw, Kirkman and Roberts

11.01 Petition - Request for Information on Port Macquarie Athletics Track

Acting Chief Executive Officer Robert Fish declared a Non-Pecuniary - Less than Significant interest in Item 11.01 Petition - Request for Information on Port Macquarie Athletics Track. The reason being is that Mr Fish is a member of the Port Macquarie Running Club whom coordinated the petition, and is a non-committee member of the club. Mr Fish considers the interest less than significant and he intends to remain in the meeting.

RESOLVED: Lipovac/Roberts

That Council:

1. Note the petition lodged by Laura Philp on behalf of the community.

2. Provide a response to the author of the petition in respect of the items raised in the petition.

carried: 8/0

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

Against: Nil

Item 11.02 Petition - Location of SouperVan, has been addressed previously within the meeting.

Item 11.04 Policy Review - Beach Driving, has been addressed previously within the meeting.

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

11.06 Draft Community Engagement Strategy

RESOLVED: Sheppard/Intemann

That Council:

1. Note the draft Community Engagement Strategy and the proposed Engagement Plan to support the public exhibition of the draft Community Engagement Strategy.

2. Request the Chief Executive Officer review the proposed Engagement Plan for the specific proposed public exhibition, to provide greater detail about the specific targeted engagement activities planned for groups that have been identified as underrepresented in past Council engagements.

3. Request that the revised engagement plan in point 2 also include a document to be exhibited alongside the draft Community Engagement Strategy, which lists the underrepresented stake-holders and a more comprehensive range of example targeted engagement methods that are used or may be used in future engagement plans to engage each of those groups.

4. Request that Councillors receive a briefing before the Engagement Plan is finalised and the draft Community Engagement Strategy is presented to Council.

5. Receive a further report to the May 2025 Ordinary Meeting of Council.

carried: 5/3

For: Edwards, Intemann, Lipovac, Sheppard and Tubman

Against: Hornshaw, Kirkman and Roberts

11.07 Integrated Planning & Reporting (IP&R) Community Engagement Strategy - Post Exhibition

RESOLVED: Sheppard/Intemann

That Council:

1. Note the feedback received included in the attached Integrated Planning and Reporting (IP&R) Community Engagement Strategy - Engagement Report.

2. Adopt the Integrated Planning and Reporting (IP&R) Community Engagement Strategy for the purpose of engaging on the 2025-29 IP&R suite of documents

3. Note that after the exhibition and adoption of the Community Engagement Strategy this will be primary approach to Engagement.

4. Request that the Engagement Plan for draft IP&R suite of documents, which is to be presented to the April 2025 Ordinary meeting of Council, include details of the intended targeted methods proposed to engage demographics who have been identified as being underrepresented in past Council engagements and outlines a range of engagement methods proposed to be used to reach these groups.

carried: 8/0

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

Against: Nil

Item 12.01 Policy Review - Dogs In Public Open Spaces, has been addressed previously within the meeting.

12.02 Notice of Motion - Integrated Transport Plan - Reporting

RESOLVED: Edwards/Sheppard

Request the Chief Executive Officer to update the Status of Reports from Council Resolutions for the April 2025 Ordinary Council Meeting to include a regular reporting frequency of once per year for the Port Macquarie-Hastings Integrated Transport Plan to be provided in September 2025, which includes but is not limited to, works completed and priority projects for Port Macquarie-Hastings Council and TfNSW for the next 2 years.

carried: 8/0

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

Against: Nil

12.03 Notice of Motion - Environment and Community Infrastructure Levy

This Notice of Motion was withdrawn by Councillor Edwards.

Item 13.01 Policy Review - Control of Burning, has been addressed previously within the meeting.

Item 13.02 Policy Review - Transport and Drainage Policy Suite - Post Public Exhibition, has been addressed previously within the meeting.

Item 13.03 Policy Review - Liquid Trade Waste Policy - Post Public Exhibition, has been addressed previously within the meeting.

Councillor Kirkman left the meeting, the time being 3:29pm.

Councillor Hornshaw left the meeting, the time being 3:29pm.

Councillor Kirkman returned to the meeting, the time being 3:30pm.

Councillor Hornshaw returned to the meeting, the time being 3:31pm.

13.04 Living and Place Strategy, Affordable Housing Plan & Local Housing Delivery Plan - Update on Actions

RESOLVED: Edwards/Intemann

That Council:

1. Note the progress of actions identified in Council’s Affordable Housing Plan and Local Housing Delivery Plan as detailed within this report.

2. Note the information and associated timeframes contained within this report, in relation to the proposed continued progression of actions as detailed within Council’s Affordable Housing Plan and Local Housing Delivery Plan.

3. Receive an update on the implementation of the actions identified within Council’s Affordable Housing Plan and Local Housing Delivery Plan in August 2025 and annually thereafter.

carried: 8/0

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

Against: Nil

Councillor Tubman left the meeting, the time being 3:35pm.

Councillor Sheppard left the meeting, the time being 3:35pm.

Councillor Sheppard returned to the meeting, the time being 3:36pm.

Councillor Tubman returned to the meeting, the time being 3:36pm.

13.05 Letter of Offer - Planning Agreement - Batar Creek Road Upgrade
Applicant - Land Dynamics Australia
Landowner - Allam MHE #2 Pty Ltd

RESOLVED: Intemann/Roberts

That Council:

1. Note the letter of offer provided by Land Dynamics Australia on behalf of Allam MHE #2 Pty Ltd.

2. Authorise the Director Community, Planning and Environment to prepare and negotiate and draft a Planning Agreement based on the terms outlined in the report in accordance with s7.4 of the Environmental Planning and Assessment Act 1979 and Council’s Planning Agreements Policy.

3. Undertake public exhibition of the draft Planning Agreement for a period of not less than 28 days in accordance with clause 204 of the Environmental Planning and Assessment Regulation 2021.

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

carried: 8/0

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

Against: Nil

13.06 Land Acquisition - Corner Stoney Creek Road and Oxley Highway Wauchope

RESOLVED: Intemann/Roberts

That Council:

1. Pay compensation in the amount of $117,853.00 (ex GST) to the owner of 64 Stoney Creek Road Wauchope, Lot 1 DP 1235528, G Jones, for the land acquisition more particularly described in the plan of acquisition as Lot 1 DP 1314689.

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 1 DP 1314689 as public road.

carried: 8/0

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

Against: Nil

13.07 DA2024 - 670.1 Alterations to Dwelling, Conversion of Building to Dwelling and 2 Lot Torrens Title Subdivision including a Clause 4.6 Variation to Clause 4.1 (Lot Size) of the Port Macquarie-Hastings LEP 2011 at Lots 15 and 16 DP 7451, No 14 Main Street, Comboyne

APPLICANT: A P BLUE & J R BLUE
OWNER: C W & K L TURNER

RESOLVED: Intemann/Roberts

That Council determines DA2024 - 670.1 for alterations to dwelling, conversion of building to dwelling and 2 lot Torrens title subdivision including Clause 4.6 variation to Clause 4.1 (Lot Size) of the Port Macquarie-Hastings Local Environmental Plan 2011 at Lot 15 and 16, DP 7451, No. 14 Main Street, Comboyne, by granting consent subject to the recommended conditions.

carried: 8/0

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

Against: Nil

Item 13.09 Lake Cathie Natural Resources Management Monthly Update Report, has been addressed previously within the meeting.

Item 13.10 Extension of Contract T-20-06 Operation of Port Macquarie-Hastings Council Vehicular Ferry Services, has been addressed previously within the meeting.

13.11 Outcomes of General Waste Red Bin Rubbish Collection Trial Over Summer

RESOLVED: Roberts/Kirkman

That Council:

1. Note the details in the report as to the outcomes of the weekly general waste bin collection trial undertaken between 23 December 2024 and 31 January 2025 inclusive.

2. On an ongoing basis provide one extra red (general waste) bin collection service over the Christmas/New Year period for those who receive a fortnightly red bin collection, in line with the current additional yellow (recycling) bin collection service that occurs over that period.

3. Endorse a review of waste fees and charges to ensure that the cost of any changes made to collections is user funded.

carried: 7/1

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

Against: Sheppard

13.12 Notice of Motion - Secondary Dwellings on Rural Properties

Councillor Tubman declared a Non-Pecuniary - Less than Significant interest in this item. The reason being is that Councillor Tubman is in the process of purchasing Rural zoned land. Councillor Tubman remained in the meeting, participated and voted in the matter as this perceived conflict did not influence his decision making in the matter.

RESOLVED: Hornshaw/Tubman

That Council request the Chief Executive Officer to include a review of the ‘secondary dwellings’ Local Environmental Plan provisions relating to the rural zones in conjunction with the next administrative review of the Port Macquarie Hastings Local Environmental Plan scheduled to be presented to Council in June 2025.

carried: 8/0

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

Against: Nil

13.13 Strategy Review - Environmental Sustainability Strategy - Post Public Exhibition

RESOLVED: Sheppard/Edwards

That Council:

1. Note the Engagement Report detailing submissions on public exhibition of the draft Environmental Sustainability Strategy and the recommended changes.

2. Adopt the draft Environmental Sustainability Strategy as amended subject to graphic design and updated data to align with draft Integrated Planning and Reporting documents.

3. Thank all who provided feedback during public exhibition.

4. Determine that if adopted, the Environmental Sustainability Strategy will repeal the Long-Term Energy Strategy.

carried: 5/3

For: Edwards, Intemann, Lipovac, Sheppard and Tubman

Against: Hornshaw, Kirkman and Roberts

CONFIDENTIAL SESSION

RESOLVED: Kirkman/Roberts

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 2025.007 Citizen Centric Payment Experience Project

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

Item 14.02 2024.0229 Management of Developer Contributions Solution

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: Kirkman/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 2025.007 Citizen Centric Payment Experience Project

RESOLVED: Lipovac/Tubman

That Council:

1. Under the extenuating circumstances provision of section 55(3)(i) of the Local Government Act 1993, not invite tenders, as a satisfactory outcome would not be achieved for the reason of limited availability of vendors that provide a payment product that integrates with Council’s core Enterprise Resource Planning system, CIVICA Authority.

2. Enter into direct negotiations with NSW Government prequalified vendor Payable Pty Ltd for a payment experience platform under the NSW Government SCM0020 ICT Prequalification Scheme for three years, at an approximate annual cost of $93,000, with the option to undertake annual renewals for a further two years at Council’s discretion.

3. Maintain the confidentiality of the consideration in respect of the 2025.007 payment platform procurement matter outlined in this report.

carried: 8/0

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

Against: Nil

14.02 2024.0229 Management of Developer Contributions Solution

MOVED: Roberts/Kirkman

That Council:

1. Under the extenuating circumstances provision of section 55(3)(i) of the Local Government Act 1993, not invite tenders, as a satisfactory outcome would not be achieved for the reason of limited availability for the implementation of an off-the-shelf SaaS solution for the management of developer contributions due to the unavailability of competitive tenders.

2. Enter into negotiations with Novoplan Holdings Pty Ltd under the NSW Government ICT Services Scheme SCM0020, for the implementation and licencing of a SaaS solution for a period of five years, at an estimated cost of $1,438,675 (including GST), with the option to renew for a further five years at Council’s discretion.

3. Maintain the confidentiality of the consideration in respect to 2024.229 Management of Developer Contributions solution procurement matter outlined in this report.

carried: 8/0

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

Against: Nil

RESOLVED: Edwards/Lipovac

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 4.16pm

………………………………………..

Adam Roberts

Mayor

AGENDA Ordinary Council 17/04/2025

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

17/04/2025

Item: 10.07

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

APRIL 2025 REPORTS
Report	Date and Item of Resolution	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Community Satisfaction Survey Results	20/02/2025 Item 11.07		Council requests an action plan be developed to be presented to councillors at the April 2025 meeting	DCPE	Apr-25
Draft Procurement Strategy	14/11/2024 Item 10.21		Following public exhibition, a report to Ordinary Council Meeting February 2025	DBP	Feb-25	Feb-25 Mar-25
Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2024	20/06/2024 Item 13.06		A report to Council following public exhibition	DCPE
Hastings Youth Voice	20/02/2025 Item 11.13		A report be provided to the April 2025 Ordinary Council Meeting following a review of the charter	DCPE	Apr-25

APRIL 2025 REPORTS
Report	Date and Item of Resolution	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
IP&R Community Engagement Strategy	20/03/2025 Item 11.07		A report be provided to the April 2025 Ordinary Council Meeting		Apr-25
Proposed changes to processes and fees and charges for acceptance of bricks and concrete	20/02/2025 Item 13.10		A report to the Ordinary Council April 2025 following public exhibition	DCU	Apr-25
Quadruple Bottom Line Obligations	20/02/2025 Item 10.11	Mar-25	A report to be provided following Councillor Briefing in March 2025 report due April 2025	DCPE	Mar-25	Mar-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
Waste Diversion Program	20/02/2025 Item 13.15		A report to the Ordinary Council April 2025 outlying waste items	DCU	Apr-25
MAY 2025 REPORTS
Report	Date and Item of Resolution	Councillor Briefing	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		Awaiting Flood impact assessment report. Options for sale of land will be prepared for Council consideration as part of the broader property review due in May 2025	DBP		Nov-23 Mar-24 May-24 Jul-24 Dec-24 Nov-24 Feb-25 Apr-25
Draft Community Engagement Strategy	20/03/2025 Item 11.06	Briefing Required	Future report to Council	DCPE	May-25

MAY 2025 REPORTS
Report		Date and Item of Resolution	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Policy Review - Wastewater Services Policy		20/02/2025 Item 13.07		Report to be tabled at the May 2025 Council meeting	DCU	May-25
Policy Review - Water Supply Services Policy		20/02/2025 Item 13.08		Report to be tabled at the May 2025 Council meeting	DCU	May-25
Policy Review - Control of Burning		20/03/2025 Item 13.01		Future report to be presented to the May 2025 Meeting	DCPE	May-25
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	DCI
Stormwater Strategic Action Plan		20/02/2025 Item 13.06		A future report to be tabled at Ordinary Council Meeting	DCI
T-22-10 Inlet Odour Management Works		21/09/2023 Item 14.02		Present a future report to Ordinary Council Meeting after contract awarded for Council's information	DCU
T-22-04 Water SCADA		18/05/2024 Item 14.01		Further report to be presented after contract awarded	DCU
MAY 2025 REPORTS
Report	Date and Item of Resolution		Councillor Briefing	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

JUNE 2025 REPORTS
Report	Date and Item of Resolution		Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Review: Audit, Risk and Improvement Committee	15/08/2024 Item 10.10			Draft report almost completed by consultants. Meeting availability of ARIC members for comment has delayed this process prior to coming back to Council.	DBP	Dec-24	Mar-25 Apr-25
Hastings River Flood Study Extension	12/12/2024 Item 13.04			A report be tabled by June 2025 Ordinary Council Meeting	DCI	Jun-25
Places to Play Plan	20/06/2024 Item 11.04			A further sub plans report to Council for consideration 2024-2025	DCPE	Jun-25
JULY 2025 REPORTS
Report	Date and Item of Resolution		Councillor Briefing	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
AUGUST 2025 REPORTS
Report		Date and Item of Resolution	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for 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

AUGUST 2025 REPORTS
Report	Date and Item of Resolution	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Workshop - Future IP&R and other Council reporting enhancements planned for 2025-2026	20/2/2025 Item 10.25	Aug-25	Not yet scheduled	DCPE
FEBRUARY 2026 REPORTS
Report	Date and Item of Resolution	Councillor Briefing	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 to be undertaken in 2022/2023 Reclassify the property to operational land, this is a statutory process involving a 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.	DCPE		Feb-25
Statement of Business Ethics	16/11/2023 Item 10.20		Na	GMP	2026

DECEMBER 2026 REPORTS
Report	Date and Item of Resolution	Councillor Briefing	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	Councillor Briefing	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	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for Report
Biodiversity and Land Acquisition for offsets update	20/04/2023 Item 14.02		Further report to be presented for further consideration	DCPE
Draft Findlay Park Master Plan	20/02/2025 Item 11.01		A future report to be tabled at Ordinary Council Meeting	DCPE	Future Report
Environmental Land Rezoning - Council owned land	08/12/2022 Item 13.10		A report to Council following public exhibition	DCPE	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
NSW National Parks and Wildlife Services Land Revocation	15/08/2024 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.	DCI	Future Report

FUTURE REPORTS
Report	Date and Item of Resolution	Councillor Briefing	Status	Reporting Officer	Due Date from Council resolution	Previous Anticipated Date/s for 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
Policy Review - Beach Driving	20/03/2025 Item 11.04		A further report to council following public exhibition on submissions received.	DCPE	Future Report
Draft Places to Play Plans	20/03/2025 Item 11.05		A further report to council following public exhibition on submissions received.	DCPE	Future Report
Policy Review - Dogs in Public Spaces	20/03/2025 Item 12.01		A further report to council following public exhibition on submissions received.	DCPE	Future Report
Letter of Offer - Batar Creek Road	20/03/2025 Item 13.05		A further report to council following public exhibition on submissions received.	DCPE	Future Report

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	`	Every
Recreation Action Plan – Status The cycle of Recreation plan has changed due to Recreation Action Plan being adopted in February 2023	DCPE	Annually	February		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, May, Aug, Nov
Development Activity and Assessment System Performance	DCPE	Quarterly	Feb, May, Aug, Nov
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, Jun and Aug.
Community Inclusion Plan - Update of Tasks, Measures and Actions	DCPE	Biannual	Feb, Aug
CYCLIC Reports	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Glasshouse Strategic Plan Update	DBP	Biannual	Feb, Aug
Legal Fees - Update Report (19/09/18 - Item 09.16)	CEO	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, Aug, Nov
Mayoral and Councillor Fees (Setting of)	CEO	Annually	May
General Fund Operating Performance	CEO	Biannual	Jun 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
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

CYCLIC Reports	Reporting Officer	Reporting Cycle	Month	Altered Report Date	Reason for Altered Date
Cultural Plan 2021 - 2025: Implementation and evaluation of actions undertaken (04/08/2021 - Item 10.01)	DCPE	Annually	Aug
Living and Place Strategy, Affordable Housing Plan update on actions (20/03/2025 - Item 13.04)	DCPE	Annually	Aug
Audit, Risk and improvement Committee Annual Report	CEO	Annually	Sep
Integrated Transport Plan Reporting (20/03/2025 Item 12.02)	DCI	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
Council’s Annual Report	DBP	Annually	Nov
Performance of Property Investment Portfolio (20/11/19 - Item 10.17)	DBP	Annually	Nov
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

17/04/2025

Item: 10.08

Subject: Draft Integrated Planning and Reporting Documents - Public Exhibition

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

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

RECOMMENDATION

That Council:

1. Endorse the following draft Integrated Planning and Reporting documents for the purpose of public exhibition and place the documents on exhibition for a period of not less than 28 days:

(a) The draft Community Strategic Plan Imagine2050 (Attachment1)

(b) The draft Delivery Program 2025-2029 including the draft Operational Plan 2025-2026 (Attachment 2)

(c) The draft Resourcing Strategy 2025-2035 (Attachment 3)

2. Receive a further report following conclusion of the public exhibition period, addressing all submissions received and any amendments required to the draft Community Strategic Plan Imagine2050, draft Resourcing Strategy 2025-2035 and draft Delivery Program 2025-2029 including draft Operational Plan 2025-2026.

3. Note that the draft Asset Plans which will form part of the draft Asset Management Strategy are to be provided separately to Councillors for consideration and then presented to the Ordinary Council Meeting in May 2025 seeking approval to publicly exhibit the draft Asset Plans for not less than 14 days.

4. Note that public exhibition of the draft Integrated Planning and Reporting documents will be undertaken in accordance with the Integrated Planning and Reporting Documents 2025-2029 Engagement Plan (Attachment 4).

Executive Summary

The draft Community Strategic Plan – Imagine2050, draft Resourcing Strategy 2025-2035, draft Delivery Program 2025-2029, draft Operational Plan 2025-2026 are being presented to Council, seeking endorsement for the documents to be placed on public exhibition. Following the exhibition, details of all submissions received and how they have been responded to will be presented to the Ordinary Meeting of Council in June 2025.

This report should be considered in conjunction with the report on the draft Budget 2025-2026, Fees and Charges, Revenue Policy and Rating Maps Documents which is being presented separately to Council on the April 2025 Council Meeting agenda.

The draft Community Strategic Plan (Attachment 1) has been prepared by Council on behalf of the community. It sets out the community’s vision, aspirations and priorities for the future. The draft Delivery Program (Attachment 2) is Council’s response to turning the community’s vision into action, outlining the services, projects and programs Council will be prioritising over the next four-year term of Council. The draft Operational Plan 2025-2026 which forms part of the Delivery Program (Attachment 2) is the first instalment of a 4-year Delivery Program (2025-2029) and contains specific projects and actions for 2025-2026 that aim to continue effective service delivery and progress actions for the identified priorities.

To support the development of the draft Integrated Planning and Reporting (IP&R) documents Council is also required to develop a Resourcing Strategy. The Resourcing Strategy articulates how Council will allocate resources to deliver the objectives under its responsibility as outlined in the Delivery Program and Operational Plan. The draft Resourcing Strategy (Attachment 3) comprising the Long-Term Financial Plan, the Workforce Management Plan and Asset Management Strategy is also proposed to be placed on public exhibition with the other IP&R documents.

Briefings were held with Councillors on 13 February 2025 and 13 March 2025 on the IP&R review process and development of the draft Community Strategic Plan – Imagine2050 and draft Delivery Program 2025-2029 including draft Operational Plan 2025-2026. In addition, several Councillor briefings were held detailing the assumptions guiding the budget and Long-Term Financial Plan (LTFP) development of the draft 2025-2026 budget.

This report recommends that the draft Integrated Planning and Reporting documents be endorsed and placed on public exhibition for a period of not less than 28 days in accordance with the Integrated Planning and Reporting Documents 2025-2029 Engagement Plan provided attached (Attachment 4).

A further report summarising the outcomes of the public exhibition and seeking Council’s adoption of the draft Community Strategic Plan Imagine2050, draft Resourcing Strategy 2025-2035, and the draft Delivery Program 2025-2029, draft Operational Plan 2025-2026, will be presented to the Ordinary Council Meeting in June 2025.

Discussion

1. Integrated Planning and Reporting (IP&R) framework

The Integrated Planning and Reporting (IP&R) framework is a legislative requirement providing all NSW councils with a clear structure to develop, document and deliver long term plans for their community. It assists Council in strategic planning by supporting the development of interconnected long, medium, and short-term plans, aligned to the community’s vision, within the Council’s resource capacity. It assists to ensure councils are more community focused, responsive and sustainable in the long term.

The IP&R framework provides a structure to:

· Articulate the community’s vision and priorities

· Integrate council’s strategies, plans and work program and activities, within available resources

· Undertake ongoing community engagement to inform our service levels and what we do

· Align what we do to NSW State and Regional Plans and Priorities

· Maintain accountability and transparency by:

- defining clear roles and responsibilities

- ensuring regular monitoring and reporting

- implementing a program of continuous improvement.

The figure below shows the documents that make up the IP&R framework.

A summary of each IP&R document is provided below.

Community Strategic Plan (CSP) - 10 years: As the highest-level strategic planning document in the IP&R framework, the CSP sets out the community’s vision, aspirations and priorities for the future. Council prepares the plan on behalf of the community and deliver the outcomes in partnership with all levels of government, non-government agencies, local organisations and the community. It includes community indicators to determine whether the strategic objectives are being achieved. Council is required to place the draft CSP on public exhibition for a period of at least 28 days. Council must publish a copy of its CSP on Council’s website and provide a copy to the Chief Executive of the Office of Local Government within 28 days after the plan is adopted.

Community Engagement Strategy (CES): Based on social justice principles the CES outlines how and when we engage with our community when developing Council plans, policies, programs and key activities, including the development and review of the CSP. Council is required to review its CES within 3 months of the local government elections, as part of the broader review of the Community Strategic Plan.

Council has undertaken a review of its Community Engagement Strategy and adopted the new IP&R Community Engagement Strategy at its Ordinary meeting in March 2025.

Resourcing Strategy: Demonstrates how Council will resource (with people, assets and finances) its functions including implementing the objectives and strategies in the CSP, Delivery Program and Operational Plan. It includes 3 interrelated plans:

· 10 year Long Term Financial Plan

· 10 year Asset Management Strategy, Asset Management Policy and Asset Management Plans for each class of assets

· 4 year Workforce Management Strategy aligned and addressing human resourcing requirements of the Delivery Program.

These plans are reviewed and updated annually as part of development of the annual Operational Plan.

The Long-Term Financial Plan (Attachment 3) is required to be publicly exhibited for at least 28 days. There are no specific public exhibition requirements for the Workforce Management Strategy and Asset Management Strategy, Asset Management Plans and Asset Management Policy to support the Community Strategic Plan and Delivery Program, however these are provided here to support understanding of the other documents and will be included in the public exhibition material as draft documents, to be finalised following exhibition. The legislation only requires that Council prepare and adopt these plans. Council must post a copy of the adopted components of the Resourcing Strategy on its website.

Asset Management Plans

A key component of Council’s Resourcing Strategy is our asset management planning, which includes:

· Asset Management Policy (available on Council’s website and included in the draft Resourcing Strategy 2025-2035 - Attachment 3)

· Asset Management Strategy (included in the draft Resourcing Strategy 2025-2035 - Attachment 3)

· Asset Management Plans (currently in draft). Council has 12 Asset Management Plans covering our major asset classes.

Council’s Asset Management Plans are in draft and are currently being updated to reflect the latest asset and financial information flowing from finalisation of the draft 2025-2026 budget and Long-Term Financial Plan.

To facilitate consideration of the Asset Management Plans as part of IP&R documents it is proposed that:

1. The draft Asset Management Plans be provided separately to Councillors for consideration in April 2025 and then presented to the Ordinary Council Meeting on 15 May 2025 seeking approval to publicly exhibit the draft Asset Plans for not less than 14 days.

It should be noted that the legislative requirement for the Asset Management Plans is that they are prepared and adopted by the Council. There is no legislative requirement for these plans to be publicly exhibited, however it is considered that for completeness of the IP&R suite of documents it would be appropriate to place these Plans on exhibition as well.

2. A further report will be provided to the Ordinary Council Meeting in June 2025, after the public exhibition period, addressing all submissions received and any amendments required to the draft Asset Management Plans.

3. The draft Asset Management Plans will be presented to the Ordinary Council Meeting in June 2025 seeking adoption as part of the Resourcing Strategy 2025-2035 and suite of IP&R documents.

Subject to adoption by Council in June 2025 the Asset Management Policy, Asset Management Strategy and Asset Management Plans will be available as public documents on Council’s website. The plans will be reviewed annually to reflect any significant changes in asset condition or service level of the asset portfolio as part of preparing the annual Operational Plan.

Delivery Program (DP) - 4-years: The DP outlines the principal activities that the Council will undertake during its term of office to implement the strategies in the CSP, within available resources. It addresses the full range of Council operations, including business-as-usual activities and financial estimates across the 4 years. It Includes service key performance indicators to determine the effectiveness of each principal activity. The draft Delivery Program covers the period of 2025-2029.

The draft Delivery Program must be placed on public exhibition for a period of at least 28 days. Council is required to post a copy of its Delivery Program on the council’s website within 28 days after the plan is adopted.

Operational Plan (OP) - 1 year: Supporting the 4-year Delivery Program Council is required to have the annual OP detailing the individual projects and actions that will be undertaken in that year to achieve the commitments made in the DP. The draft Operational Plan 2025-2026 is the first instalment of a 4-year Delivery Program (2025-2029).

The Operational Plan must also include the following components which are being considered under a separate report on the April 2025 Council meeting agenda:

· Statement of Revenue Policy

· Fees and Charges and statement of the pricing methodology.

The draft Operational Plan must be placed on public exhibition for a period of at least 28 days. Council must publish a copy of its Operational Plan on the Council’s website within 28 days after the plan is adopted.

Together the IP&R documents guide Council’s operations to deliver the services and facilities our community needs and desires to improve Port Macquarie-Hastings as a vibrant place to live, work and visit.

2. Integrated Planning and Reporting Review Process

Following the local government elections on 14 September 2024 all NSW Councils were required to review their suite of IP&R documents before 30 June in the following year (i.e., 30 June 2025). The review process is summarised below.

Key review step	Description
1. Legislation Review	A review of our current IP&R documents against legislative and essential element requirements in the ‘Guidelines’, including ‘Good’, ‘Better’, Best’ Practice and Office of Local Government IP&R Peer Review Program feedback, to identify areas for improvement.
2. Service Planning	Service planning to inform preparation of four-year Delivery Program and annual Operational Plan.
3. Strategic context	Consideration of the strategic context to understand external and internal influences that may impact our plans, including: · forecast population and employment growth and community infrastructure and service needs · State Government priorities and plans · technology & digital transformation · local government legislative responsibilities · financial and budget settings, asset management and workforce data and trends.
4. Community feedback review	A review of community feedback from engagement activities, surveys and exhibition of strategies since adoption of the current Community Strategic Plan Imagine2050 in June 2022 to reconfirm community priorities and focus areas. Key messages from community feedback: · Infrastructure keeping pace with population growth · Managing development to protect our unique Port Macquarie Hastings lifestyle · Improving transport and accessibility · Maintaining quality community facilities and public amenities · Planning for housing diversity and affordability · More community services to cater for changing community needs · Protecting the natural environment and disaster management · Supporting a thriving economy, and vibrant towns and villages · Financial management, communications and leadership. These have been summarised into five community focus areas as follows: 1. Planning for infrastructure and growth, 2. Safe, healthy and connected community, 3. Healthy and balanced environment, 4. Strong local economy and 5. Strong leadership.

Areas of improvement arising from this review which have been incorporated into the draft IP&R documents include:

All documents

· Better integration and stronger linkages between the Community Strategic Plan, Delivery Program, Operational Plan and Resourcing Strategy and alignment of what we do to the community priorities, expected levels of service and outcomes set out in the Community Strategic Plan and Delivery Program.

· Improving assessment methods and how we measure the effectiveness of what we do and including baselines, targets and data sources for assessment methods in the Community Strategic Plan and Delivery Program.

· Improved document design including readability, navigation (table of contents, page numbers, glossary etc.) (10.25iv, 10.25vi).

· Strengthening the alignment with quadruple bottom line (QBL) which will provide more comprehensive reporting as part of Annual Report and State of the Region Report.

Draft Community Strategic Plan Imagine2050

· Inclusion of Community Indicators in the Community Strategic Plan to meet legislative requirements and improve reporting of our progress towards delivering on the community outcomes and priorities as part of the State of the Region.

· Simplifying the language and layering and presenting a ‘plan on a page’ view. This has been achieved by:

- Moving to Community Outcome statements for the strategic objectives and combining the previous Community Strategic Plan themes of ‘Resilient’ and ‘Connected’ into a single Community Outcome (Planning and Infrastructure)

- Simplifying the language and reducing the number strategies.

· Aligning each service to the relevant Community Outcome and support strategy.

This change is summarised in the diagram below.

Draft Delivery Program 2025-2029 including Operational Plan 2025-2026

· Identifying Councillor four-year strategic priority areas, namely:

- Cowarra Water Treatment Plant

- Thrumster Wastewater Treatment Plant

- Kew/Kendall Wastewater Scheme Diversion

- Embedding the Quadruple Bottom Line

- Recreation Priorities and Grant Funding Advocacy (Aquatic Facility and new sporting fields)

- Local and Regional Road Upgrades (actively seeking funding for Lake Road, Hastings River Drive, John Oxley Drive)

- State Road Upgrades and Road Safety (actively seeking funding for Oxley Highway corridor and Houston Mitchell Drive intersection upgrade

- Housing Affordability.

· Combining the Delivery Program and Operational Plan into a single document and structuring it to better link each service to the Community Outcome in the Community Strategic Plan.

· Better articulation of ongoing (i.e. business as usual’) service activities and programs across the 4 years of the Delivery Program.

· Providing a multi-year view of project/actions in the Operational Plan, with a project reference number, which will facilitate:

- Establishing a rolling suite of documents over a longer period.

- Consistency in format, referencing and layout of the Operational Plan across the four years of the Delivery Program (10.25vi)

- Maintaining the names of services and composition during the Delivery Program (10.25vi)

- Enable project/actions to remain in the document across the four years of the Delivery Program. If a project is completed the FY this occurred will be noted. This will assist in tracking cumulative changes across the four years. (10.25v and 10.25vii)

· Improved key performance indicators (KPIs) to measure service effectiveness in the Delivery Program.

· Inclusion of output measures in the Operational Plan.

Resourcing Strategy

· Improved integration with the Delivery Program and link to the Community Strategic Plan Community Outcomes

· Improved connection between the Long-Term Financial Plan, Workforce Planning Strategy and Asset Management Strategy.

3. IP&R improvement opportunities

Reinforcing the need for improvements to the suite of documents and reporting Council at its Ordinary Meeting of 20 February 2025 resolved to request the Chief Executive Officer to consider a number of issues or areas for improvement in the preparation and delivery of the draft IP&R documents.

The following table provides a summary of the areas identified by Council and provides comment in respect of the changes made to the documents.

Recommendations 10.25(1). iv, v, vi, vii which relate to the content and presentation of the IP&R documents have also been noted in the ‘areas for improvement’ in the section above.

10.25 Notice of Motion - Integrated Planning and Reporting

That Council:

1. Request the Chief Executive Officer to give consideration to the following desired improvements to Council’s upcoming Integrated Planning & Reporting (IP&R) suite of documents and future reporting.

Item		Comment
i	Clarity regarding how each line item is funded. For example, if both Reserves and Development Contributions are used to fund an action, the document to specify how much money is being budgeted from each source.	Funding sources are provided in the Operational Plan. More detailed reporting on funding source splits will be noted for future reiterations.
ii	Including the whole name of each funding source: e.g. which specific reserve and sub-reserve/s is the funding coming from and which specific developer contributions fund is it coming from.	Some of the specific reserves funding some items in the Operational Plan (e.g. Environmental and Community Infrastructure Levy) has been included. While incorporated where possible, enhanced software is required to ensure more robust tracking across all funding sources.
iii	Works program being presented as a document with a 10-year view and contains all details currently provided in the draft works program, plus the capital works program scenarios, changes/carry overs reflected and highlighted within the document as they are decided upon and made available via the Elected Member Portal.	The Budget Pack provided to Councillors includes the 10 year works program included in the LTFP for each fund. The Unfunded Budget Register provided to Councillors under separate cover includes identified capital works/renewals that are not included in the LTFP. Future changes/carry overs to the works program will be considered as future reporting developments.
iv	Inclusion of a contents page in all draft and final IP&R documents	A contents page has been included in all IP&R documents.
v	Inclusion of a ‘living’ appendix to the Operational Plan, which lists cumulative changes (movement out and in) and is updated as resolutions are made.	It is proposed that each project/action will remain in the document across the four years of the Delivery Program. If a project is completed the FY this occurred will be noted and retained. This will assist in tracking cumulative changes across the four years.
vi	Consistency of the Operational Plan format across the delivery program: • Maintaining the names of service areas for the duration of the delivery program • Maintaining composition of service areas for the duration of the delivery program • Consistency of Operational Plan references and lay-out of the document.	This will be facilitated by the proposed multi-year view of project/actions in the Operational Plan, with a project reference number, service area and layout that will remain consistent across the Delivery Program and subsequent Operational Plans.
vii	Automatic allocation of a line item for actions/items not delivered in the Operational Plan in the following years Operational Plan with the line item denoted by the original	As noted above, to address this a multi-year view of project/actions in the Operational Plan is proposed as well as each project/action remaining in the document across the four years of the Delivery Program. If a project is completed the FY this occurred will be noted. This will assist in tracking cumulative changes across the four years.
viii	All deferrals proposed in reports stipulating the Operational Plan reference and a date to which the project is to be deferred to.	Noted for future reporting, subject to adoption of the IP&R documents. There will be a briefing of Councillors in August 2025 on what future reporting more broadly will look like.
ix	Reporting Progress on Operational Plan line items: Progress be reported both in writing, and also with a visual system that includes the following categories: · Completed · On track · Off-track, with the subcategories: o offtrack but still to be completed in the current Operational Plan, o deferred to next Financial Year o deferred to years 3 or 4 within Delivery Plan	Noted for future reporting, subject to adoption of the IP&R documents. There will be a briefing of Councillors in August 2025 on what future reporting more broadly will look like.
2.	Receive a response to each of the requested considerations as part of the Councillor Briefing to be scheduled prior to finalisation of the draft IP&R suite of documents	Provided at the Councillor Briefing on 13 March 2025
3.	Receive the response to each of the requested considerations in clause 1 in the report to the Ordinary Council Meeting which presents the Draft IP&R suite	Provided in this Council report.
4.	Request the Chief Executive Officer provide a Councillor Briefing on the future IP&R and other Council reporting enhancements planned for 2025-2026 by August 2025	To be scheduled.

Options

Council has the following options available for consideration:

1. Council could adopt the recommendation as proposed or

2. Council could seek additional information on the content of the IP&R suite of documents prior to placing on exhibition, noting this would delay the proposed minimum 28 days’ exhibition period and potentially impact ability to meet legislative timeframes for adoption of the planning suite of documents by 30 June 2025 or

Option 1 is the recommendation of this report.

Community Engagement and Internal Consultation

Internal Engagement

Briefings were held with Councillors on 13 February 2025 and 13 March 2025 on the IP&R review process and development of the draft Community Strategic Plan – Imagine2050 and draft Delivery Program 2025-2029 including draft Operational Plan 2025-2026. Several Councillor briefings were also held detailing the assumptions guiding the budget and Long-Term Financial Plan (LTFP) development of the draft 2025-2026 budget.

Internal engagement has been a key component in preparing this suite of IP&R documents as part of the development of the 2025-2026 Budget, Revenue Policy, and Fee Structure. This process has included the establishment of an internal Project Steering group for governance oversight and a number of senior leadership sessions to align our program of delivery over the next four years with financial planning with strategic priorities. A thorough review of capital programs was conducted to ensure that project delivery is achievable within the phased budget.

Additionally, the budget prioritisation framework was assessed in the context of the revised Community Strategic Plan and Delivery Program, ensuring that funding decisions reflect long-term objectives. This collaborative approach has strengthened our planning processes developing the IP&R documents as well as financial accountability and alignment with Council’s strategic direction.

Integrated Planning and Reporting Documents 2025-2029 Engagement Plan

The draft IP&R Community Engagement Strategy was publicly exhibited in January 2025, and submissions received were reported to the Ordinary Council Meeting on 20 March 2025 where the Strategy was adopted by Council.

Community and Councillor feedback to the draft IP&R Community Engagement Strategy has been used to develop the IP&R Engagement Plan (Attachment 4) and proposed activities to ensure that key stakeholders and the broader community have an opportunity to provide feedback on the draft IP&R documents. The IP&R Community Engagement Plan has a focus on tailored engagement methods to reach demographic groups that have been under-represented in past Council engagements.

Community engagement will be undertaken in conjunction with the broader IP&R suite of documents. The draft IP&R documents will be publicly exhibited between 22 April 2025 to 25 May 2025 (inclusive) meeting our legislative requirements.

The Integrated Planning and Reporting Documents 2025-2029 Engagement Plan is included at Attachment 4.

Planning and Policy Implications

The draft IP&R documents have been prepared to meet Council’s legislative responsibilities under the Local Government Act 1993. This report is aligned with Council’s obligations under the NSW Integrated Planning and Reporting Framework legislative requirements.

Financial and Economic Implications

The financial implications relating to the draft IP&R documents are addressed in the separate Council report on the Draft Budget 2025-2026 Fees and Charges, Revenue Policy and Rating Maps Documents also being considered at this meeting.

Attachments

1. Draft Community Strategy Plan Imagine2050

2 . Draft Delivery Program 2025-2029 including draft Operational Plan 2025-2026

3 . Draft Resourcing Strategy 2025-2035

4 . Integrated Planning and Reporting Documents Engagement Plan

AGENDA Ordinary Council

17/04/2025

Item: 10.09

Subject: Draft Budget 2025-2026 Fees and Charges, Revenue Policy and Rating Maps Documents for Public Exhibition

Presented by: Business and Performance, Keith Hentschke

Alignment with Delivery Program

1.1.4 Provide easy to understand and accessible community reporting.

RECOMMENDATION

That Council:

1. Note the financial commentary related to the 2025-2026 Budget and updated Long Term Financial Plan in support of the Draft Resourcing Strategy 2025-2035, Draft Delivery Program 2025-2029 and Draft Operational Plan 2025-2026 presented as a separate report on this agenda.

2. Endorse the following draft Integrated Planning and Reporting documents be publicly exhibited for not less than 28 days:

a) Draft 2025-2026 Revenue Policy

b) Draft 2025-2026 Fees and Charges

c) Draft 2025-2026 Rating Maps

3. Note that a further report will be submitted to Council in June 2025 after the public exhibition period addressing all submissions received and any amendments proposed to the Draft 2025-2026 Revenue Policy, Draft 2025-2026 Fees and Charges and the Draft 2025-2026 Rating Maps.

Executive Summary

Port Macquarie-Hastings Council’s Draft 2025–2026 Budget has been developed in alignment with the NSW Integrated Planning and Reporting (IP&R) Framework, which ensures a coordinated approach to long-term strategic planning, resourcing, and service delivery. This budget supports the implementation of the revised Community Strategic Plan – Imagine 2050 and its supporting strategies, including the Delivery Program 2025–2029 and the 2025–2026 Operational Plan.

Key Budget Highlights

· Total Budgeted Income: $273.1 million

· Total Capital Works Program: $176 million

· Fully funded operating and capital budget across all funds with no net movement in working capital

· Operating Loss (excl. capital grants): $8.9 million consolidated, mainly due to a $19.2 million shortfall in the General Fund (including waste)

Despite the operating shortfall, Council maintains strong financial resilience, with sufficient reserves and liquidity to support priority infrastructure investment, including the projected borrowings to support these projects over the next few years.

Revenue and Rate Assumptions

· IPART Rate Peg for 2025–2026: 4.1%

· Waste Charges: Increase of 5.1% (Rate Peg +1%), supporting higher organics processing costs

· Sewer Charges: Increase of 9.1% (Rate Peg +5%) to fund critical infrastructure

· Total Rates Revenue: Estimated at $62.2 million

Council will seek to continue to diversify revenue streams through revised fees and charges and a fee-for-service approach to reduce reliance on rate income.

Major Capital Projects (2025–2026)

· Cowarra Water Scheme – Construction: $36.8M

· Maria River Road Upgrade: $15.8M

· Thrumster Sporting Fields: $10.2M

· Ocean Drive Duplication: $10.0M

· Northern Arm Trunk Water Main: $14.7M

· Thrumster Wastewater Treatment Plant (WWTP): $6.2M

These projects support the region’s growth, improve service delivery, and enhance liveability.

Financial Sustainability and Long-Term Planning

The Long-Term Financial Plan (LTFP) forecasts balanced budgets with sufficient liquidity across all funds. However, structural operating deficits in the General Fund and rising infrastructure demands indicate a need for ongoing financial discipline.

Key financial indicators show mixed performance:

· Operating Performance Ratio: Negative from 2025–2026 to 2031–2032, recovering somewhat thereafter

· Own Source Revenue Ratio: Exceeds benchmark (72.9% in 2025–2026)

· Unrestricted Current Ratio: Strong at 4.36 (benchmark 1.5)

· Debt Service Cover Ratio: Above benchmark but nearing limits as borrowing increases to fund priority infrastructure projects

· Cash Expense Cover Ratio: Strong at 23.16 months (benchmark 3)

Council will monitor debt levels and external economic pressures to ensure capacity is retained for unforeseen events or cost escalations.

Asset Management and Infrastructure Gaps

Council’s Asset Management Strategy indicates continued underperformance against infrastructure renewal and maintenance benchmarks:

· Renewal Ratio: 62.7% (benchmark: ≥100%)

· Asset Backlog Ratio: 2.79% (benchmark: <2%)

· Maintenance Ratio: 89.0% (benchmark: >100%)

Without additional funding, future service levels may be at risk. Council needs to actively investigate funding strategies and efficiencies to address this challenge.

Key Budget Challenges for 2025-2026

In recent years, key services such as parks maintenance and stormwater upkeep, have been partly funded through reserves, including water and sewer dividends. With these funding sources no longer available, these services are at high risk of reduced levels, despite being identified as community priorities in recent surveys. To maintain current service standards, Council could consider using the available rate yield with possible options detailed in Attachment 5.

The Draft 2025–2026 Budget reflects a financially responsible plan that delivers key services and infrastructure while responding to cost pressures and strategic growth. It balances short-term operational needs with long-term sustainability through prudent budgeting, measured investment, and a focus on community outcomes.

It is expected that amendments to the draft budget will occur between the exhibition and adoption phases following further internal review, with any changes to be reported to Council prior to adoption. These adjustments are likely to include revision to current project costs to ensure completion (eg Ocean Drive), impacts of new grant funding received and other recent operational priorities that have arisen. The impact of recent global events is also being monitored for any potential impact on budget assumptions and input costs.

Discussion

In 2009, the Integrated Planning and Reporting (IP&R) Framework was introduced as an amendment to the Local Government Act 1993 (the Act) to enhance strategic planning and reporting within local governments. The NSW Office of Local Government (OLG) updated the IP&R Framework Guidelines in 2021 to further promote transparency and accountability to the community. The framework assists councils in translating the community's vision and priorities into actionable plans spanning long, medium, and short-term objectives.

Port Macquarie Hastings Council's IP&R Framework includes:

· Community Strategic Plan (10+ years) - Imagine 2050: Outlines the long-term vision and aspirations of the community.

· Community Engagement Strategy: Details how the Council will engage with the community to inform decision-making.

· Resourcing Strategy: Comprises the Asset Management Strategy, Workforce Management Strategy, and Long-Term Financial Plan to ensure resources are in place to achieve the strategic objectives.

· Delivery Program (4-year) 2022-2026: Sets out the principal activities to be undertaken by the council to deliver on the strategies established in the Community Strategic Plan.

· Operational Plan: Provides a detailed annual plan with specific projects and actions for the financial year.

Collectively, these documents guide the Council in planning and allocating resources to deliver services and facilities that meet both current and future community needs.

The IP&R suite of documents are considered under separate cover at this meeting, including the:

· Community Strategic Plan (10+ years) - Imagine 2050

· Community Engagement Strategy

· Resourcing Strategy

· Delivery Program (4-year) 2025-2029

· Operational Plan

This report seeks to address the key financial inputs to the planning documents being the:

· Draft 2025-2026 Budget

· Draft 2025-2026 Fees and Charges

· Draft 2025-2026 Revenue Policy

· Draft 2025-2026 Rating Maps

Budget Assumptions for the Draft 2025-26 Budget

The Draft 2025-2026 Budget and Draft Long-Term Financial Plan (LTFP) have been developed in accordance with the principles outlined in the Draft Budget Development Policy also tabled at this meeting for adoption. The LTFP is based on defined revenue and expenditure assumptions to guide future years. Initiatives, particularly capital works schedules, include only projects with a confirmed funding source.

The development of the Draft 2025-2026 Budget has been guided by the following key assumptions:

Revenue Assumptions

· IPART - Determined Rate Peg for 2025-2026: 4.1%

· General Revenue

o Rates & Annual Charges: 4.1%

o User Charges & Fees: 4.1%

o Interest Income Forecast: 3.8%

· Other Revenue

o Waste Fees (Rate Peg + 1%): 5.1%

o Water Fees (Rate Peg): 4.1%

o Sewer Fees (Rate Peg + 5%): 9.1%

Expense Assumptions

· Employee Costs: Award Increases

· Materials & Contracts (excl. contractual obligations): 0%

· Other Operating Costs: 0%

Economic Indicator

· Sydney All Groups annualised CPI (June 2024 Quarter): 3.8%

Key points to note:

· Waste fees have 1% above rate peg applied in accordance with the previous Council resolution from April 2023 to support higher contracted costs for organics processing

· Sewer fees have a 5% above rate peg applied as a one-off increase to ensure the Sewer fund has sufficient liquidity to support ongoing operations as well as having the financial capacity to support the servicing of borrowings required to fund the major capital works program within the LTFP.

· Recent global events are being monitored for potential impacts on assumptions used in the draft budget

Draft 2025-2026 Budget

Throughout the development of the Draft 2025-2026 Budget, several Councillor Briefings were held to review the budget on a fund-by-fund basis. These sessions focused on ensuring the financial sustainability of each fund, which include:

· General Fund

· Waste Fund (a subset of the General Fund)

· Water Fund

· Sewer Fund

The Draft Budget outlines the financial framework for the actions, projects, and programs that Council proposes to undertake during the 2025–2026 operational year. It provides details on the cost of each service delivered to the community, ensuring transparency in financial planning and resource allocation.

2025-2026 Budget Statement by Fund

The Budget Statement outlines how Council will fund planned expenditure over the future years. It includes capital expenditure and identifies the funding sources, such as revenue, reserves, and borrowings, while excluding non-cash items like depreciation.

While the Budget Statement demonstrates that Council can secure sufficient funding for its planned expenditure, it is not an indicator of long-term financial sustainability. Rather, it reflects Council’s ability to balance its budget by aligning available funding sources with planned financial commitments. This is reflected by the zero balance in the net movement in working capital in the table below.

Budget Statement by fund - 2025-2026	General 000	Waste 000	Sewer 000	Water 000
Operating Activity Receipts	144,346	33,361	50,144	45,258
Operating activity Payments	(84,492)	(28,070)	(23,283)	(21,618)
Operating Result	59,854	5,291	26,861	23,641

Movement in Restricted Assets	1,603	(3,666)	2,124	17,107
Property, Plant and Equipment Movements	(76,610)	(1,450)	(35,184)	(70,747)
Financing Activities	15,153	(174)	6,200	30,000
Movement in Funding Sources	(59,854)	(5,291)	(26,861)	(23,641)

Net Movement in working Capital	0	0	0	0

2025-2026 Income Statement by Fund

The Income Statement assesses Council’s operating result, incorporating non-cash items such as depreciation while excluding capital expenditure. This provides a comprehensive view of Council’s financial performance over the operational period.

The table below presents the Net Operating Result before Grants & Contributions for Capital Purposes by fund. The General Fund deficit indicates that Council’s operating expenses exceed its operating revenue, resulting in a shortfall against the Office of Local Government’s Operating Performance Ratio benchmark of zero where operating revenues cover all operating expenses.

Income Statement by Fund - 2025-2026	General 000	Waste 000	Sewer 000	Water 000
Total Income from Continuing Operations	144,346	33,361	50,144	45,258
Total Expenses from Continuing Operations	(126.926)	(28,937)	(35,360)	(36,196)

Operating Result	17,421	4,424	14,784	9,063
Less Grants & Contributions for Capital Purposes	41,060	0	8,804	4,807
Net Operating Result before Grants & Contributions for Capital Purposes	(23,640)	4,424	5,980	4,256

2025-2026 to 2028-2029 Consolidated Budget Statement (all funds)

The consolidated Budget Statement, as contained in the Draft 2025-2026 Operational Plan and Draft 2026-2029 Delivery Program is detailed below:

OPERATING ACTIVITIES MOVEMENTS	2025-26 000	2026-27 000	2027-28 000	2028-29 000
Income from continuing operations	273,109	276,484	254,857	261,886
Rates & Annual Charges	128,736	133,725	138,982	144,351
User Charges & Fees	49,640	51,484	53,387	55,295
Interest Revenue	13,757	12,512	8,889	7,732
Grants and Contributions	73,902	71,427	45,990	46,628
Other Operating Revenue	7,074	7,336	7,608	7,881

Expenses from continuing operations	(227,419)	(236,659)	(252,510)	(263,730)
Employee Costs	(75,160)	(77,414)	(79,737)	(82,129)
Materials & Services	(57,974)	(56,604)	(62,069)	(64,347)
Depreciation	(66,905)	(69,506)	(73,596)	(76,387)
Interest on Loans	(3,520)	(8,428)	(11,524)	(14,398)
Other Operating Expenses	(20,810)	(21,580)	(22,378)	(23,184)
Loss on Disposal of Assets	(3,050)	(3,126)	(3,204)	(3,285)
Operating result from continuing operations	45,690	39,825	2,347	(1,843)

Restricted Asset Movements
Transfer from Restricted Assets	89,359	176,715	104,224	42,538
Transfer to Restricted Assets	(72,191)	(62,796)	(55,095)	(52,325)
Net Revenues Used/(Provided) in Restricted Assets	17,167	113,919	49,129	(9,787)

Property Plant & Equipment Movements
Purchase of Assets	(175,992)	(276,048)	(174,728)	(88,590)
Developer Provided Assets	(8,000)	(8,000)	(8,000)	(8,000)
Net Revenues (Used in)/Provided in Investing Activity	(183,992)	(284,048)	(182,728)	(96,590)

Financing Activities Movements
Receipts	54,588	63,727	61,554	37,778
Proceeds from Borrowings & Advances-new loan	54,588	63,727	61,554	37,778
OPERATING ACTIVITIES MOVEMENTS	2025-26 000	2026-27 000	2027-28 000	2028-29 000
Payments	(3,409)	(6,055)	(7,102)	(9,229)
Repayments of Borrowings & Advances-new loan	0	(1,723)	(3,678)	(5,673)
Repayments of Borrowings & Advances-existing loan	(3,409)	(4,332)	(3,424)	(3,555)
Net Revenues (Used in)/Provided in Financing Activity	51,179	57,671	54,451	28,549

Net Result (including depreciation)	(69,955)	(72,632)	(76,801)	(79,672)
Add Back: Non-cash items	69,955	72,632	76,801	79,673
Budget Surplus/(Shortfall)	nil	nil	nil	nil

This reflects a fully funded operating and capital budget across the period.

Long Term Financial Plan

As previously noted, Council’s Draft Long-Term Financial Plan (LTFP) has been developed in accordance with the principles outlined in the Draft Budget Development Policy. The LTFP is contained within the Resourcing Strategy and considered under separate cover at this meeting.

The following extract represents the Consolidated (All Funds) Income Statement across the 10 years of the LTFP which informs the ratio graphs that follow.

Consolidated Income Statement	2025-26 '000	2026-27 '000	2027-28 '000	2028-29 '000	2029-30 '000	2030-31 '000	2031-32 '000	2032-33 '000	2033-34 '000	2034-35 '000
OPERATING ACTIVITIES
Income from Operations
Rates & Annual Charges	128,736	133,725	138,982	144,351	150,005	155,749	161,671	167,770	174,100	180,644
User Charges & Fees	49,640	51,484	53,387	55,295	57,341	59,362	61,430	63,544	65,730	67,978
Interest Received	13,757	12,512	8,889	7,732	8,127	9,035	10,133	11,122	12,042	13,260
Grants & Contributions - Operating	19,231	19,700	20,288	20,704	19,304	19,741	18,362	18,821	21,118	21,600
Other Operating Receipts	7,074	7,336	7,608	7,881	8,181	8,475	8,781	9,097	9,424	9,763
Grants & Contributions - Capital	54,671	51,727	25,702	25,924	26,151	26,384	26,623	26,868	27,119	27,376
Total Income - Operations	273,109	276,484	254,857	261,886	269,109	278,746	287,000	297,222	309,533	320,621

Expenses - Operations
Employee Costs	(75,160)	(77,414)	(79,737)	(82,129)	(84,593)	(87,131)	(89,744)	(92,437)	(95,210)	(98,066)
Materials & Contracts	(57,974)	(56,605)	(62,070)	(64,348)	(64,958)	(66,964)	(71,609)	(72,709)	(74,969)	(77,629)
Interest Paid	(3,060)	(7,956)	(11,041)	(13,902)	(15,397)	(14,950)	(14,319)	(13,659)	(12,976)	(12,281)
Borrowing Costs	(460)	(472)	(483)	(495)	(508)	(520)	(533)	(547)	(560)	(574)
Other Operating Payments	(20,810)	(21,580)	(22,378)	(23,184)	(24,065)	(24,931)	(25,829)	(26,759)	(27,722)	(28,720)
Depreciation	(66,905)	(69,506)	(73,596)	(76,387)	(83,352)	(86,528)	(89,867)	(93,379)	(97,076)	(100,972)
(Gain)/Loss on Disposal of Assets	(3,050)	(3,126)	(3,204)	(3,285)	(3,367)	(3,451)	(3,537)	(3,625)	(3,716)	(3,809)
Total Expenses - Continuing Operations	(227,419)	(236,659)	(252,510)	(263,730)	(276,238)	(284,474)	(295,439)	(303,114)	(312,228)	(322,051)

Operating Result - Continuing Operations	45,690	39,825	2,347	(1,843)	(7,129)	(5,728)	(8,439)	(5,892)	(2,696)	(1,430)

Net Operating Result before Grants and Contributions provided for Capital Purposes	(8,981)	(11,902)	(23,355)	(27,767)	(33,281)	(32,113)	(35,062)	(32,760)	(29,814)	(28,805)

Office of Local Government Performance Ratios

The financial performance ratios used by the OLG are designed to assess and monitor the financial sustainability, efficiency, and performance of local councils. These ratios help ensure councils manage their finances responsibly and can continue to provide essential services to their communities.

Operating Performance Ratio

The Operating Performance Ratio evaluates Council’s ability to manage operating expenditure within operating revenue, excluding capital grants and contributions, fair value adjustments, and the reversal of revaluation decrements.

The graphic below illustrates the impact of consolidated deficits across the LTFP, primarily driven by the General Fund. Beginning in the 2028-2029 financial year, projected deficits in the Sewer Fund, due to borrowings for the Thrumster Wastewater Treatment Plant, are expected to further weaken the ratio, pushing it deeper into negative territory until 2031-2032. At that point, as borrowings peak and debt repayments continue, the resulting reduction in interest payments is expected to drive an improvement in the Operating Ratio from 2032-2033 onward.

	2024-25	2025-26	2026-27	2027-28	2028-29	2029-30	2030-31	2031-32	2032-33	2033-34	2034-35
PMHC Ratio	2.19%	(2.59%)	(3.75%)	(8.82%)	(10.56%)	(12.48%)	(11.54%)	(12.28%)	(10.88%)	(9.28%)	(8.53%)
Benchmark	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%	0.00%

Own Source Revenue Ratio

The Own Source Revenue Ratio measures the proportion of income that Council generates through its own operations and activities, independent of external funding or grants. This indicator is crucial as it reflects Council’s financial self-sufficiency and ability to fund services without relying heavily on external support.

	2024-25	2025-26	2026-27	2027-28	2028-29	2029-30	2030-31	2031-32	2032-33	2033-34	2034-35
PMHC Ratio	64.11%	72.94%	74.15%	81.92%	82.14%	83.06%	83.40%	84.28%	84.59%	84.38%	84.70%
Benchmark	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%	60.00%

The graphic above reflects Council’s LTFP, which accounts for only known or confirmed grant-funded projects. As a result, from 2027-2028 onward, grant income is primarily limited to the annual Financial Assistance Grants program.

While Council will maximise grant and other external funding sources, a strategic focus on developing new own source revenue streams will ensure Council meets the OLG Benchmark going forward.

Unrestricted Current Ratio

The Unrestricted Current Ratio assesses Council’s ability to meet short-term financial obligations using available, unrestricted cash and assets. This ratio is a key indicator of financial flexibility, ensuring Council has sufficient liquidity to cover everyday expenses without financial strain.

Fluctuations in the Unrestricted Current Ratio across the Long-Term Financial Plan align with Council’s commitment to delivering major infrastructure projects, including the Thrumster Wastewater Treatment Plant and Cowarra Water Supply projects. Given the scale and intergenerational impact of these projects, significant borrowings and cash reserves are required to support their construction. While Council is forecast to meet this benchmark throughout the Long-Term Financial Plan, a watching brief will be maintained to ensure continued compliance.

	2024-25	2025-26	2026-27	2027-28	2028-29	2029-30	2030-31	2031-32	2032-33	2033-34	2034-35
PMHC Ratio	4.66	4.36	3.29	2.44	2.34	2.53	2.73	2.90	3.09	3.33	3.56
Benchmark	1.50	1.50	1.50	1.50	1.50	1.50	1.50	1.50	1.50	1.50	1.50

Debt Service Cover Ratio

The Debt Service Cover Ratio evaluates Council’s capacity to meet its debt obligations using its generated income. A higher ratio indicates a stronger ability to cover debt repayments from regular revenue sources.

The table below highlights the impact of Council’s debt profile, particularly significant borrowings within the Sewer and Water Funds. While Council maintains a ratio above the Office of Local Government’s benchmark of 2.00, it does approach its debt ceiling. As a result, future borrowings should be carefully monitored to ensure ongoing financial sustainability.

	2024-25	2025-26	2026-27	2027-28	2028-29	2029-30	2030-31	2031-32	2032-33	2033-34	2034-35
PMHC Ratio	8.07	9.94	4.93	3.56	2.83	2.68	2.82	2.86	3.12	3.39	3.65
Benchmark	2.00	2.00	2.00	2.00	2.00	2.00	2.00	2.00	2.00	2.00	2.00

The following Borrowing and Borrowing Capacity graphic shows the relationship between the level of borrowings and the Debt Service Cover Ratio. The projected borrowings peak around 2028-2030 aligns with the low point of the debt service cover ratio.

Borrowings and Capacity	2024-25	2025-26	2026-27	2027-28	2028-29	2029-30	2030-31	2031-32	2032-33	2033-34	2034-35
Water Fund		30,000	36,123	57,995	56,134	54,174	52,110	49,936	47,647	45,236	42,696
Sewer Fund		6,200	54,319	85,716	116,063	112,304	108,345	104,176	99,785	95,160	90,289
General Fund	66,725	74,654	79,101	80,480	80,749	79,350	74,846	70,416	66,089	61,560	57,316
Recommended Capacity	250,000	250,000	250,000	250,000	250,000	250,000	250,000	250,000	250,000	250,000	250,000
Maximum Capacity	295,000	295,000	295,000	295,000	295,000	295,000	295,000	295,000	295,000	295,000	295,000

The borrowings graph above shows Council’s existing and proposed borrowings per fund. There are substantial borrowings proposed over the next few years to fund projects, including Cowarra Water Scheme construction of $60m and Thrumster WWTP Scheme construction of $120m.

The graph also shows what could be considered Council’s maximum borrowing capacity. This cap is calculated by reviewing several of Council’s ratios and ensuring they remain within the recommended benchmarks over the duration of the loans.

The recommended borrowing capacity also looks at Council’s cash flow and ability to service additional borrowings and retain capacity to manage unforeseen events and/or the impacts on unexpected project costs, like the potential impact of some of the recent unfolding global events.

Cash Expense Cover Ratio

The Cash Expense Cover Ratio indicates how long Council could continue to meet its ongoing financial obligations using only its available cash reserves. This ratio measures the number of months Council could sustain operations if no new income - such as rates or fees - were received.

	2024-25	2025-26	2026-27	2027-28	2028-29	2029-30	2030-31	2031-32	2032-33	2033-34	2034-35
PMHC Ratio	23.48	23.16	14.18	9.75	9.11	9.99	11.36	12.79	13.73	14.87	16.50
Benchmark	3.00	3.00	3.00	3.00	3.00	3.00	3.00	3.00	3.00	3.00	3.00

As with previous financial ratios, the Sewer and Water Fund capital works program significantly influences this ratio. An improvement is projected in 2029-2030 as Council reduces debt without taking on new borrowings.

Draft 2025-2026 Revenue Policy

As part of Council’s IP&R framework, the Revenue Policy establishes the principles and methodologies for revenue generation, ensuring financial sustainability and compliance with regulatory requirements. It forms a critical component of Council’s Operational Plan and supports long-term financial planning.

In compliance with the Local Government Act 1993, the Draft 2025-2026 Revenue Policy (Attachment 1) includes the following statutory requirements.

· Statement containing a detailed estimate of the council’s income and expenditure.

· Statement of ordinary and special rates.

· Rating structure.

· Statement of charges to apply to rateable and non-rateable properties.

· Statement of fees to be charged and pricing policy of goods and services.

· Statement of borrowings.

· Statement of private works; and

· Statement of business and commercial activities.

Revenue Strategies

Rates and Annual Charges account for the largest share of Council’s revenue, comprising 47% of total revenue streams. Grants contribute 27%, with 7% allocated to operating grants and 20% to capital grants. The remaining 26% consists of User Fees and Charges (18%), Interest Revenue (5%), and Other Operating Receipts (3%).

The Long-Term Financial Plan is based on assumptions about future conditions. If these assumptions change, sensitivity analysis is used to assess the impact on financial performance. The following analysis of revenue streams outlines key factors influencing the sensitivity of Council’s revenue sources.

The following paragraphs provide an overview of the strategies, and modelling used to derive the revenue component of the budget as informed by the Revenue Policy.

Revenue Strategy

As part of its ongoing commitment to financial sustainability, Council is revisiting its broader fees and charges to better align with fee-for-service principles. This approach ensures that the costs of services are more directly linked to those who benefit from them, reducing the need for rate revenue to subsidise services that do not benefit the entire community.

By increasing and diversifying revenue streams, Council aims to minimise the financial burden on ratepayers while maintaining essential services. This strategy also supports cost-effective operations, ensuring that resources are efficiently allocated across the General Fund, Waste Fund, Water Fund, and Sewer Fund.

The revision of these fees is a key component of Council’s long-term financial strategy. Rates growth is one strategy that may be considered within a broader focus on revenue growth. However, this strategy should not be viewed in isolation and will be accompanied by operational efficiencies and the broadening of Council's revenue streams.

Rates

Council's draft 2025-2026 Budget incorporates a 4.1% rate increase, as set by the Independent Pricing and Regulatory Tribunal (IPART).

The rating calculations detailed below have been based on the latest land valuations provided by the NSW Valuer General. These figures will be subject to change prior to the adoption of the final revenue policy. Any adjustments will reflect updates from supplementary land value changes due to subdivisions and consolidations.

Category / Sub-Category	General Base Amount	ECI Base*	Base Amount % Total Levy	Ad Valorem Rate: Cents $	Estimated Gross Yield
Residential Defined Urban Centre	$655.65	$27.38	49.70%	0.17365	$43,977,766
Residential Other Hastings	$555.65	$27.38	40.24%	0.15551	$6,783,871
Farmland	$708.92	$27.38	32.56%	0.15037	$2,630,251
Business Port Macquarie CBD	$655.65	$27.38	8.13%	1.18922	$2,261,061
Business Defined Urban Centre	$655.65	$27.38	17.49%	0.38129	$5,931,922
Business Hastings Other	$555.65	$27.38	31.01%	0.28005	$456,846
The Broadwater Special Rate				0.04038	$122,145
Sanctuary Springs Special Rate				0.10263	$42,335
Projected Rating Revenue					$62,206,197

* Environmental & Community Infrastructure Levy

As part of the broader sustainability strategy, several models have been developed to provide insights into the Council’s available rates yield, as determined by IPART. These models, detailed in Attachment 5, outline the permissible rate yield, which is set at $4.6M above rates modelling included in the draft LTFP based on the available rate peg.

Given the budget challenges and the depletion of reserve funds, this could be a way to help sustain current service levels for things like parks and stormwater maintenance. These services have seen a reduction in funding as reserve funds that have been drawn upon for several years, which include water and sewer dividends, are no longer available due to the need to fund major projects within those utility asset categories. A material impact on level of service provided is therefore anticipated, for what are identified community priorities.

To maintain park and stormwater maintenance at current levels of service on an ongoing basis would require an additional allocation of $0.9 million in 2025-2026 and an additional $1.4 million in 2026-2027, equivalent to utilising 20% of the available rate yield in 2025-2026 and a further 31% in 2026-2027.

Water Charges

Water charges will continue under the current two-tier pricing structure. The access and usage charges have been increased in line with IPART’s general fund rate peg of 4.1%. Charges for larger meters have been adjusted according to best-practice calculations. Recycled water rates will remain at 50% of the potable water charge for non-residential properties and 80% for residential properties.

Wastewater Charges

All properties connected to or capable of connecting to the sewerage system will be subject to an annual charge. Additionally, properties such as major shopping centres, caravan parks, apartments, retirement homes, motels, clubs, hotels, schools, and backpacker hostels will incur an extra fee based on water consumption. The annual sewerage charge has been increased by 4.1%, in line with the general fund rate peg approved by IPART, plus an additional 5% to support significant capital works.

Onsite Effluent charges

Properties with an onsite effluent management system will be subject to a fee based on system risk. This fee is proposed to increase by 4.1% for the 2025-2026 financial year.

Stormwater charges

A stormwater levy applies to all urban properties (except vacant land) within the residential and business rating categories where a stormwater management service is provided. The base levy has remained unchanged since its introduction by the State Government in 2006-2007.

Domestic Waste Management charges

At its Ordinary Meeting 20 April 2023, Council considered Item 14.03, T-13-21 - Organics Processing Contract Extension and resolved as follows:

That Council:

1. Note the extension of the Organics Processing Contract (T-13-21 Part B) with Remondis Australia Pty Ltd until 31 August 2026.

2. Vary the Organics Processing Contract (T-13-21 Part B) as per Option 1 as detailed in this report.

3. Utilise Funding Mechanism 2 as detailed in this report.

4. Note the financial implications as detailed in the report.

5. Consider the incorporation of these additional fees with the Draft Operational Plan and Fees and Charges, noting this will be the subject of targeted engagement through the exhibition period to gain feedback on the proposal.

Funding Mechanism 2 provides increases in all annual waste charges (those with and without an organics bin component) by an additional 1% on top of the rate peg for each year from 2023-2024 to 2026-2027.

In line with Council’s resolution above, Waste Management Fees and Charges have been drafted with a 5.1% increase for the 2025-2026 financial year.

Domestic waste management charges are determined in accordance with the Reasonable Cost Guidelines issued by the Office of Local Government. All properties with access to a domestic waste management service will be subject to an annual charge under Section 496 of the Local Government Act 1993.

Other Waste Management charges

All properties with a non-domestic waste management service will be charged an annual charge under Section 501 of the Local Government Act 1993.

Operational Financial Assistance Grant

The 2025-2026 draft budget includes $12.5M in grant funding from the Australian Government through the Financial Assistance Grant. $8.9M of this funding is provided for operational purposes and the remainder provided for roads maintenance. Any reduction in this funding could affect Council’s ability to deliver services.

In recent years, the Australian Government has made advance payments of the annual Financial Assistance Grant. Council is required to recognise these funds in the year they are received rather than the year to which they apply. If advance payments are discontinued, the actual revenue received in 2025-2026 could be significantly impacted, affecting the operating result for that period. However, this is solely a timing issue, as the total funds received over multiple periods would remain unchanged.

Draft 2025-2026 Fees and Charges

Attachment 2 of this report presents Council’s proposed Draft 2025-2026 Fees and Charges. To improve transparency, it includes a comparison with the approved 2024-2025 fees, providing a clear overview of any changes in the proposed charges for the upcoming year.

In New South Wales, councils are required to develop a schedule of Fees and Charges as part of their annual budgeting process. These fees apply to a variety of services, including waste collection, planning applications, facility hire, and regulatory functions. Councils must ensure that fees are set fairly, reflecting the cost-of-service delivery while remaining reasonable for the community.

The adoption of Fees and Charges is regulated by the Local Government Act 1993, which mandates public exhibition of proposed fees, allowing the community to provide feedback before final adoption. Additionally, some fees are determined or capped by state legislation and guidelines to ensure consistency across local government areas.

Council offers a broad range of chargeable services to the community. When setting fees, factors such as fairness, equity, and cost recovery are carefully considered.

For the 2025-2026 financial year, Council has reviewed and adjusted fees across various categories. These changes apply to services where costs are covered by users, where Council operates in a competitive market, or where services are provided on a commercial basis. Certain fees have also been updated to comply with relevant regulations, including the Environmental Planning and Assessment Act and Companion Animals regulations.

Draft 2025-2026 Rating Maps

Council’s Draft 2025-2026 Rating Maps are attached (Attachment 3).

Councils provide rating maps to ensure transparency and clarity in the application of property rates across different areas within the local government area. These maps outline the various rating categories, such as residential, business, farmland, and mining, which determine how rates are calculated for each property.

Rating maps help property owners understand how their land is classified, ensuring consistency in rate assessments and compliance with the Local Government Act 1993. They also assist in strategic planning, enabling councils to allocate resources effectively based on land use and zoning classifications.

Draft 2025-2026 Fees and Charges - New Fees

Attachment 4, Draft 2025-2026 Fees and Charges - New Fees serves as an exception report, outlining the new fees and charges proposed for implementation in the 2025-2026 financial year.

Overview of Expenditure and Capital Works Program

Council has several major sources of expenditure which are explained below.

Operating expenditure is expected to increase in general over the next 10 years and an average increase for CPI growth has been applied to all costs, unless specifically modified based on other data or assumptions. As is the case with revenue modelling, increases or decreases in the underlying assumptions can either increase or decrease Council’s expenditure profile.

The composition of the expenditure in the 2025-2026 Budget is: Employee Costs (33%); Materials & Contracts (26%); Other Expenditures (9%); and non-cash Depreciation Expenditures (30%).

Employee Costs

Employee costs include the costs of salaries, wages and other associated costs of Council’s workforce. A portion of Council’s labour costs are directly costed to capital projects and as such are not clearly identifiable in the budget, but rather form part of the capital works budget.

Materials and Contracts

This category includes costs for services contracted to external parties, costs associated with consultants and labour hire contracts and the purchase of goods such as materials. Projections have been based on existing contracted rates escalated for CPI where applicable.

Major financial challenges within this category of expenditure include:

• increased costs of inputs such as waste/recycling disposal costs, fuel and labour

• increased levels of service expected by the community and other stakeholders

• new services expected to be delivered in the future

• additional asset maintenance costs of new infrastructure

• limited competitive supply for some specific service areas

• increases on certain expenses that are not only influenced by CPI and may result in higher-than-expected increases such as fuels, insurances and software licencing

Asset Management Strategy

The Asset Management Strategy (AMS) is contained within the Resourcing Strategy and is considered under separate cover at this meeting for further detail and analysis.

While labour costs contribute to asset maintenance, most expenses come from materials and contracts. As part of Council's asset management review, a Target Maintenance Scenario has been developed using cost models based on asset data.

This model assesses typical maintenance requirements for each asset, factoring in new assets and projected growth rates. Target maintenance levels align with Office of Local Government ratio benchmarks and industry standards.

The AMS highlights that maintenance expenditure (including labour) reduced in 2024-25 from previous years and poses a high future risk around maintaining service levels. This shortfall was due to the depletion of reserves previously used to support maintenance funding. To maintain current service levels, the Council may need to explore additional revenue options, including those outlined in Attachment 5.

To meet the Office of Local Government’s Infrastructure Performance Ratios, Council must identify additional funding sources to cover the increased expenditure required.

The forecast Infrastructure Performance Ratios are detailed in the following table with an explanation of the data immediately below:

· Building, Infrastructure & Other Structures Renewal Ratio: The Council does not currently meet this ratio, and it is projected to decline in the coming years due to a funding focus on priority infrastructure projects. Ongoing work on asset management plans will help inform future improvements.

· Backlog Ratio: The growing backlog indicates that further development of the long-term renewal work plan is needed. This aligns with the Renewal Ratio, highlighting the need for strategic planning to address overdue asset renewals.

· Asset Maintenance Ratio: The Council is not meeting its asset maintenance needs, as the growth in assets is outpacing the budgeted maintenance funding. Continued development of asset management plans will be essential in addressing this challenge over time.

Ratio / Purpose	Benchmark	2024-25	2025-26	2026-27	2027-28	2028-29
Building, Infrastructure & Other Structures Renewal Ratio Represents the replacement or refurbishment of existing assets to equivalent capacity or performance (as opposed to new assets or increasing performance or capacity of existing assets). Ratio compares the proportion spent on infrastructure asset renewals and assets.	>= 100%	68.78%	62.72%	56.57%	35.63%	38.93%
Backlog Ratio Indicates the proportion of backlog against the total value of Council’s infrastructure assets. Measures the extent to which asset renewal is required to maintain or improve service delivery in a sustainable way.	< 2%	2.57%	2.79%	3.12%	3.40%	4.04%
Asset Maintenance Ratio Reflects the actual asset maintenance expenditure relative to the required asset maintenance	> 100%	94.34%	88.97%	83.71%	81.63%	79.66%

Capital Works

Council has forecast significant Capital Works programs, commencing with a program valued at $175,992,021 in 2025-2026 (excluding developer contributed assets). The elements of the 2025-2026 works program are detailed in the Draft 2025-2026 Operational Plan.

The significant Actions/Projects from a budgeting sense include:

Operational Plan #	Action/Project Description	2025-26 Budget $
1.3.1 WS 05	Cowarra Water Scheme-Construction	$36,800,000
1.2.1 TPT 16	Maria River Rd Upgrade	$15,765,242
1.3.1 WS 09	Northern Arm Trunk main	$14,740,400
.1.1 SP 16	Thrumster Sporting Fields	$10,200,000
1.2.1 TPT 15	Ocean Drive Duplication	$10,000,000
1.3.2 WW 22	Thrumster WWTP Scheme	$6,200,000
1.2.1 TPT 18	Pembrooke Road / Stoney Creek Bridge	$5,850,000
1.3.2 WW 20	Thrumster Network Diversion	$5,500,000

Council Resolutions

As part of the development of the 2025-2026 budget, Council made several resolutions which requested the CEO consider including in the 2025-2026 budget and Draft Operational Plan specific initiatives. With due consideration of operational priorities and in consideration of the many other unfunded budget initiatives, the table below summarises the actions requested by the Council and the outcome in the Draft 2025-2026 Operational Plan. Council could consider progressing further action on these initiatives following community feedback during the exhibition period.

Item	Section	2025-2026 Budget allocated (operational or works)
Lake Cathie Coastal Management Program	Natural Resources	Within scope of project included in the 2025-2026 Operational Plan
Beachwatch Partnership Program	Natural Resources	Added to Unfunded Budget Register. Council would need to develop a policy around the potential 72hr water testing turnaround
Australia Day Event 2026	Community Activation	Added to Unfunded Budget Register. Further analysis on the event type, funding options and community involvement is required.
Koala Recovery Action Plan	Natural Resources	Within scope of project included in the 2025-2026 Operational Plan
Koala Habitat Mapping	Natural Resources	Within scope of project included in the 2025-2026 Operational Plan
Rescue tubes	Parks and Recreation	Added to Unfunded Budget Register. A pilot program to be tested prior to expansion to other locations.
Sharp disposal bins	Facilities Management	Added to Unfunded Budget Register. Need, community take up and impact of such a program to be further explored.
Wauchope stadium upgrade	Parks and Recreation	Added to Unfunded Budget Register. A priority program for building and facilities and assets is required to be developed.
Coastal and Headlands areas maintenance	Environment and Sustainability	Added to Unfunded Budget Register. This needs to be assessed against other parks maintenance priorities.
Kew industrial subdivision	Strategic Property Investment	Added to Unfunded Budget Register. Ideally would be funded from the Property Reserve which is depleted until future asset sales and then considered alongside other strategic property initiatives
Item	Section	2025-2026 Budget allocated (operational or works)
Development of a cyclic annual report on relevant grant funding opportunities	Economic Development	Within scope of project included in the 2025-2026 Operational Plan

Summary

Council continues to face significant financial pressure, with a structural operating deficit in the General Fund driven by rising service costs, inflation, and limited revenue growth. Asset maintenance and renewal funding remains below benchmark, increasing the risk of infrastructure deterioration. The discontinuation of water and sewer dividends and the near exhaustion of unrestricted General Fund reserves further constrain Council’s ability to sustain key community services. Heavy reliance on grant funding and uncertain timing of Financial Assistance Grants add volatility to revenue forecasts. Escalating costs for waste processing, fuel, insurance, and software, alongside new borrowing-related expenses, further reduce budget flexibility. With Council’s projected borrowing capacity nearing its limit and a growing list of unfunded priorities, the 2025–2026 budget offers minimal scope for additional new investment and carries material risks to service delivery, infrastructure sustainability, and operational resilience.

The updated LTFP has taken this into consideration in developing a responsible plan that maintains focus on delivery of priority infrastructure projects and seeks to maintain services, however with some high-risk challenges as noted throughout this report.

Options

Council could adopt the recommendation as proposed.

Council could seek additional information on the content of the IP&R suite of documents prior to placing on exhibition, noting this would delay the proposed minimum 28 days’ exhibition period and potentially impact ability to meet legislative timeframes for adoption of the planning suite of documents.

Community and Internal Engagement

A number of Councillor Briefings were conducted detailing the assumptions guiding budget and LTFP development as well as an analysis of draft budgets and long-term forecasts by Fund.

Internal engagement has been a key component in developing the 2025-2026 Budget, Revenue Policy, and Fee Structure. This process has included senior leadership budget-setting sessions to align financial planning with strategic priorities. A thorough review of capital programs was conducted to ensure that project delivery is achievable within the phased budget.

Additionally, the budget prioritisation framework was assessed in the context of the revised Community Strategic Plan (CSP) and Delivery Program (DP), ensuring that funding decisions reflect long-term objectives. This collaborative approach has strengthened financial accountability and alignment with Council’s strategic direction.

Community engagement will be undertaken in conjunction with the broader Integrated Planning and Reporting suite of documents.

Planning and Policy Implications

This report is aligned with Council’s obligations under the NSW Integrated Planning and Reporting Framework legislative requirements.

Financial and Economic Implications

As identified in this report, the 2025-2026 budget forecasts a balanced position by Fund as shown in the table below.

Budget Statement by fund	General 000	Waste 000	Sewer 000	Water 000
Operating Activity Receipts	144,346	33,361	50,144	45,258
Operating activity Payments	(84,492)	(28,070)	(23,283)	(21,618)
Operating Result	59,854	5,291	26,861	23,641

Movement in Restricted Assets	1,603	(3,666)	2,124	17,107
Property, Plant and Equipment Movements	(76,610)	(1,450)	(35,184)	(70,747)
Financing Activities	15,153	(174)	6,200	30,000
Movement in Funding Sources	(59,854)	(5,291)	(26,861)	(23,641)

Net Movement in working Capital	0	0	0	0

Total projected income is $273.1M, including $54.7M in capital grants and contributions.

Despite a balanced budget position, the 2025-2026 budget forecasts an operating loss of $8.9M on a consolidated basis which is driven by an operating loss of $19.2M for Council’s General Fund.

Despite the above, Council currently maintains a sound balance sheet, with strong cash and investment reserves. Most of these reserves are restricted for use on significant Water and Sewer projects, and a number of these will be delivered, with significant infrastructure investment over the next few years.

This section should be read in conjunction with the summary section noted above.

Attachments

1. Draft 2025-2026 Revenue Policy

2. Draft 2025-2026 Fees and Charges

3. Draft 2025-2026 Rating Maps

4. Draft 2025-2026 Fees and Charges - New Fees

5 . Draft 2025-2026 Modelling of Available Rates Yield

AGENDA Ordinary Council

17/04/2025

Item: 10.12

Subject: Monthly Budget Review - March 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:

1. Adopt the adjustments in the March 2025 Adjustments section of the Monthly Budget Review – March 2025 report and associated attachment.

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

Executive Summary

At the start of the 2024–2025 financial year, Council adopted a balanced budget. The adjustments proposed in this report continue to result in a balanced budget as of March 2025, as detailed in the table below.

Monthly Budget Review Summary

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
February Review	Balanced	$0
March Review	Balanced	$0
Revised Budget position as at 31 March 2025	Balanced	$0

Discussion

Monthly Budget Review – March 2025

Each month, Council’s budgets are reviewed by Group Managers and Directors, with any necessary adjustments reported to ensure financial alignment. This report provides an updated overview of Council’s actual financial position compared to the originally adopted 2024–2025 budget, including any proposed reallocation of funds.

Budget variations exceeding $50,000 and 2% of the project budget are subject to Executive review and endorsement, ensuring effective oversight of operational activities and strategic financial management.

March 2025 Budget Adjustments

The following commentary should be read alongside the Forecast Budget Statement for the Year Ending 30 June 2025 table in this report. Further details on specific transactions are available in Attachment 1: “March 2025 Budget Review”.

Grants and Contributions

A total of $90,000 in grants and contributions was recognised in March 2025, including:

· Laurie Street, Laurieton Play Space – $10,000

· Andrews Park, Wauchope Nature Play Space – $80,000

Executive-Endorsed Budget Variance Requests

The Executive endorsed budget adjustments to fund key projects from restricted

Reserves/budget transfers, including:

· Wauchope Sewer Pump Station #06 Rising Main – $97,572

· Thrumster, Sancrox and Fernbank Creek Transport Network Plans - $15,000

· Cairncross Leachate Disposal and Transport - $2,250,366

· Cairncross Crushed Concrete Asbestos Contamination - $213,894

Forecast Budget Statement for the Year Ended 30 June 2025

Note that ‘Other Operating Payments’ includes items such as waste levy and emergency services levies.

Options

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

Community Engagement and Internal Consultation

Not applicable.

Planning and Policy Implications

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

Financial and Economic Implications

Attachment 1 to this report contains information of each individual budget adjustment by Division and Section.

The budget movements within this report maintain a cash balanced budget.

Statement by Responsible Accounting Officer

“The adopted original budget result for 2024-2025 was a balanced budget. As at 31 March 2025 this position remains a balanced budget and this position is considered acceptable

Rod Archer

Responsible Accounting Officer - Port Macquarie-Hastings Council”.

Attachments

1. March 2025 Budget Review

Item: 10.13

Subject: Investments and Loans - March 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 March 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 March 2025 and throughout the financial year to date.

· Returns on invested funds have exceeded year-to-date budget expectations by $2,884,948. Council is monitoring economic indicators closely, noting potential further interest rate cuts in the second half of the 2024-25 financial year.

· For the financial year to date, Council’s investment portfolio (excluding cash holdings) achieved an actual return of 2.60% (3.48% annualised), slightly underperforming the benchmark AusBond Bank Bill Index return of 3.34% (actual), or 4.47% p.a. (annualised).

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

· The loans portfolio is benefiting from lower average rates compared to current borrowing rates 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 March 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 March 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.

· Internally restricted 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 March 2025 is provided below.

	Amount $	% of total
Externally Restricted
Water Fund	157,964,326	41%
Water Reserve	91,031,583	24%
Developer Contributions	66,932,742	18%
Sewer Fund	54,088,826	14%
Sewer Reserve	27,729,732	7%
Developer Contributions	26,359,094	7%
Waste Fund	25,240,875	7%
General Fund	132,612,659	35%
General Reserves	45,345,915	12%
Developer Contributions	87,266,745	23%
Total externally restricted	369,906,686	97%
Internally Restricted
General Fund	11,827,402	3%
Total internally restricted	11,827,402	3%
Total investments	381,734,088	100%

The 2024-2025 Long-Term Financial Plan projects that Water, Sewer, and Waste investments - totalling $237.3 million (62% 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 substantially allocated for specific purposes with the following breakdown as of the end of the 2023-2024 financial year:

· Developer Contributions:

$87.3 million (23% 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 (2.1% of total investments) represents security bonds that will be returned to suppliers upon project completion.

· Working Capital:

$7.1 million (1.9% 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 committed 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 internal plant hire fees charged to projects.

· 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 March 2025 are outlined below.

Activity	Institution	Amount $	Rate	Term	Funds Fossil Fuel
Matured	NAB	4,000,000	0.95%	4yr	Yes
Matured	ICBC	4,000,000	2.30%	3yr	Yes
Matured	SUNCORP	5,000,000	5.16%	1yr	No
Matured	ING	3,000,000	5.10%	2yr	Yes
Matured	ING	4,000,000	5.10%	2yr	Yes
Matured	P&N	3,000,000	2.46%	3yr	No
Matured	ING	4,000,000	4.55%	2yr	Yes
Matured	P&N	5,000,000	4.90%	2yr	No
Withdrawal	Westpac	0	4.60%	On Demand	Yes
Total Matured		32,000,000
Deposit	Westpac	5,090,762	4.60%	On Demand	Yes
Invested	ICBC	5,000,000	4.71%	1yr	Yes
Invested	Hume	5,000,000	4.50%	3yr	No
Invested	BOQ	5,000,000	4.54%	4yr	No
Invested	Hume	5,000,000	4.64%	5yr	No
Invested	SBI	5,000,000	5.00%	1yr	No
Invested	SBI	3,000,000	4.65%	2yr	No
Invested	SBI	2,000,000	4.65%	3yr	No
Total New Investments		35,090,762
Net Investment Movement being the difference in principal invested at end of month & excluding Investment Earnings		3,090,762

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 balanced distribution of maturities over the next 3 to 5 years, in line with Council’s Investment Policy and the timing of future reserve funding requirements for key projects.

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 some investments with lower interest rates maturing in March 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 31/03/25	Amount invested at 31/03/25
Yes	32,076,760	43%	· 258,734,088	68%
No	42,000,000	57%	123,000,000	32%
	77,166,822		381,734,088

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

Item	Performance
Interest for the Month ($)	1,313,738
Interest YTD ($)	10,927,040
% of Annual Budget Rec'd	100%
Portfolio Performance FYTD Actual (%)	2.60%
AusBond Bank Bill Index FYTD Actual (%)	3.34%
Performance Compared to Bank Bill Index (%)	-0.74%

Loan Portfolio

The following table presents the loan balances, repayments and monthly interest expense as of 31 March 2025 for 2024-25.

Fund	Amount Borrowed	Outstanding Balance	Weighted Average Interest Rate	Accrued Interest for Month	Remaining Repayments FYTD
General	66,144,755	10,447,353	4.28%	34,727	1,845,615
Waste	1,500,000	258,923	3.44%	683	89,291
Total	67,644,755	10,706,276		35,410	1,934,906

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	1,313,738
Loan Interest Expense	(38,989)
Net Interest Income for the Month	1,352,727
Investments Vs Borrowings
Total Current Investment Balance	381,734,088
Total Current Loan Balance	(9,803,124)
Net Position	371,930,964

At current interest rates, Council can invest funds at around 4.6%. 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 March 2025

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

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

AGENDA Ordinary Council

17/04/2025

Item: 10.14

Subject: Strategy Review - Draft Procurement Strategy - Post Public Exhibition

Presented by: Business and Performance, Keith Hentschke

Alignment with Delivery Program

1.5.2 Use procurement, tendering, purchasing and contract management approaches that are transparent and equitable.

RECOMMENDATION

That Council:

1. Adopt the Draft Procurement Strategy.

2. Note the Local Content evaluation criteria within the Draft Procurement Policy is intended to replace the current offset methodology within the Tendering Local Preference Policy and more effectively maximise the participation of local business in Council contracts and projects.

3. Rescind the Tendering Local Preference Policy and apply the Local Content to evaluation criteria as detailed in the Procurement Strategy.

Executive Summary

At the Ordinary Council Meeting held on 14 November 2024, the Draft Procurement Strategy was considered and Council resolved to:

1. Note the Local Content evaluation criteria within the Draft Procurement Strategy is intended to replace the current offset methodology within the Tendering Local Preference Policy and more effectively maximise the participation of local business in Council contracts and projects.

2. Re-exhibit the Draft Procurement Strategy and place the proposed rescission of the Tendering Local Preference Policy on public exhibition for a period of 28 days, with public submissions to be considered and presented to the Ordinary Council meeting in February 2025.

3. Design a communication plan to ensure a broad consultation process on the Draft Procurement Strategy, encouraging diverse input from regional businesses and suppliers by direct outreach to known business working groups within our region as well as all vendors currently registered in Council’s Procure to Pay system.

4. Reinsert Page 9 of the Draft Procurement Strategy as presented to the August 2024 Ordinary Council Meeting, for inclusion in the re-exhibition, with the removal of paragraph three.

5. Note a future report will be presented to the Ordinary Council meeting every 12 months commencing from October 2025, that details Council’s commitment to supporting local business through its tendering and purchasing process during the previous financial year.

The Draft Procurement Strategy was placed on public exhibition from 13 January 2025 to 11 February 2025. During the exhibition period, two (2) participants engaged in the survey and one (1) email submission in relation to the draft Procurement Strategy.

Multiple communication channels were employed to encourage diverse input from regional businesses, suppliers, and the broader community:

· ‘Have Your Say’ (HYS) Platform: A dedicated online engagement page ran from 13 January 2025 to 11 February 2025, generating 263 visits and resulting in 48 document downloads or views.

· Emails to Chambers of Commerce in Port Macquarie, Camden Haven, and Wauchope, as well as to Regional Development Australia and Business NSW.

· Direct outreach to nearly 1,800 active suppliers in Council’s Civica ERP database (focusing on suppliers who have engaged with Council in the past three years).

· Economic Development E-Newsletter (EDM): The Draft Strategy was included to broaden awareness among local businesses.

· Social Media Campaigns: Posts on Council’s Instagram and Facebook channels were further shared into 19 local Facebook groups, supplemented by mentions in the HYS monthly EDM.

This communication plan ensured the involvement of both key stakeholders (Chambers of Commerce, Business NSW, Regional Development Australia) and the wider public, fulfilling Council’s resolution to facilitate broad and inclusive consultation.”

Outcomes from public exhibition

There was a total of 263 visits to Council’s engagement website page during the exhibition period with 48 documents downloaded or viewed. Two (2) participants engaged in the survey and one (1) email submission was received.

Response to feedback on the Draft Procurement Strategy

Below are responses to the comments received against the six (6) questions in the engagement survey.

Q1: In what ways could the strategy better support job creation within our community?

The strategy aims to establish a marketplace that opens new pathways for small to medium businesses, particularly through simplified processes and documentation that reduce entry barriers. We recognise the value in broadening opportunities for various supplier types, including professional services, and will consider expanding focus areas to reflect this.

Creating a local marketplace is central to our goals, as it facilitates easier access for local businesses to participate in Council opportunities. Simplified rules and procedures, such as reduced insurance requirements where feasible, are part of the Council's commitment to supporting business growth and job creation within the community.

Q2: Are there specific opportunities for local suppliers that you think the strategy should highlight or expand upon?

Q3: How can the Council simplify the procurement process to better support small businesses?

Opportunities to support local suppliers will be made more transparent through the new marketplace. This approach encourages a broader range of local suppliers to participate, including those who may previously have found requirements too burdensome. By simplifying contract terms, reducing documentation, and offering clear, timely information about upcoming projects. Council aims to lower barriers for small businesses and foster greater local participation in procurement opportunities.

Q4 Do you see any potential in the strategy for fostering innovation and sustainable practices among local businesses?

Our role in Council includes fostering an environment where local businesses can thrive. While the Council does not directly drive innovation, we aim to create favourable conditions through reduced procedural burdens and greater access to opportunities.

This includes removing unnecessary hurdles and promoting a collaborative environment that encourages sustainable practices. By doing so, we aim to support a business landscape where innovation can naturally evolve within the community.

Q5 How can Council simplify the procurement process to better support small businesses?

We acknowledge that tender preparation can be resource-intensive, particularly for small businesses. Our goal is to reduce these costs by clearly defining requirements, streamlining document requirements, and ensuring a transparent process that gives businesses confidence in the likelihood of work proceeding. Additionally, we are actively working on simplifying contract terms and reducing administrative burden.

Our focus on Environmental, Social, and Governance (ESG) criteria aims to align with broader community goals, but we understand the concern around balancing inclusivity with procedural clarity. Diversifying suppliers is part of Council’s commitment to a vibrant, inclusive local economy. Our approach is to integrate these considerations in a way that does not impose undue complexity or costs.

Q6: Do you have any other feedback?

The Council’s strategy is firmly rooted in supporting the core needs of our community. While we draw on established best practices and frameworks, such as those from the UN, our primary focus is to create practical, locally beneficial outcomes. Recognising feedback around clarity and focus, we aim to refine our approach to make actions and expected outcomes more tangible.

Regarding local suppliers, the strategy indeed seeks to prioritise them, including farmers and small businesses. By creating a more accessible marketplace, the strategy aims to ensure these local suppliers can directly benefit from Council opportunities.

Q7: Do you have any other feedback?

Additional Questions Received Post-Exhibition

Q1: Whilst the intent of the procurement pipeline is appreciated, most of the projects are being advertised as per the pipeline, which is making forecasting for tendering difficult.

We acknowledge that timing changes can impact tender forecasting. Procurement is reviewing its pipeline publication cycle to improve alignment with actual project timelines and provide suppliers with more accurate information as early as possible.

Q2: Councils tender documents include contract award dates. Often the evaluation goes beyond this date but we’re not provided with an update. This has an impact on the resources we’re holding over, should we win the tender.

Council is committed to issuing notices of any extended evaluation periods or changes to award timelines to help suppliers manage resources more effectively.

Q3: Is there any opportunity for Contractors to showcase what we do, capability and plant?

We are exploring ways (including supplier information sessions or “meet the buyer” events) for contractors to showcase their expertise, plant, and services directly to Council.

Q4 Cost of tendering is expensive. Can council give some thought to making this simpler?

We are streamlining documentation and evaluating ways to reduce complexity in tender submission. This includes clearer scope requirements and simplified contract terms where feasible.

Q5 Information sessions on Council’s procurement and contract management requirements would help us better understand what we need to do to be competitive.

Council will continue to offer supplier briefings and industry sessions that clarify procurement requirements and contract management expectations. We believe greater transparency helps suppliers submit stronger tenders and fosters a more competitive local market.

Tendering Local Preference Policy

The Tendering Local Preference Policy came into effect in late 2017. Over the years, we have extensively examined the impact of the Tendering Local Preference Policy and presented findings through multiple reports and a Council Briefing. Despite Council’s commitment to supporting local suppliers, evidence has shown that the policy, which uses a notional offset to the tendered price, has not delivered the intended benefits to local businesses.

Feedback from suppliers, coupled with our procurement data, consistently highlights the limited effectiveness of the policy in fostering genuine local economic participation. The offset approach, while well-intended, has proven inadequate in addressing market realities and achieving meaningful participation from local suppliers.

As a result, we are recommending moving away from this notional offset approach and implementing a new Local Content evaluation criterion within our procurement evaluations. This adjustment detailed in the draft Procurement Strategy, is designed to encourage the inclusion of local suppliers more directly by providing tangible advantage during the offer response process. with this change we aim to create a more transparent and effective method for supporting local businesses and maximising their participation in council projects and contracts.

Provided below are key reasons why a Local Content is preferable, along with the risks associated with maintaining a price offset method.

1) Clarity and Transparency

• Local Content: Including clear Local Content evaluation criteria makes the support for local suppliers explicit and visible to all stakeholders. It also removes any ambiguity and enables suppliers to see exactly how local contributions factor into the overall evaluation.

• Notional Offset: An offset applied to the tendered price can be less transparent, as it involves adjusting the bid evaluation without suppliers fully understanding how their final score is affected. This lack of transparency can lead to distrust among suppliers and a perception of favouritism or inconsistency.

2) Encouraging Local Supplier Development

• Local Content: This approach directly rewards suppliers who integrate local labour, materials, or resources, motivating them to invest more in local supply chains. By having a visible criteria, suppliers are encouraged to increase their local contributions, which can bolster local economies and create long-term, sustainable supplier relationships.

• Notional Offset: An offset might give price advantages to local suppliers, but it doesn’t provide a clear incentive for suppliers to actively incorporate more local content or to develop local supply capacity. Suppliers might feel little motivation to increase their local engagement beyond meeting the minimum threshold, which can undermine the policy's intended benefits.

3) Alignment with Strategic Goals

• Local Content: This method is strategically aligned with many councils’ goals of fostering sustainable economic development. Detailed criteria gives a measurable and consistent framework that aligns with broader procurement objectives, such as promoting local economic growth, supporting employment, and boosting local business innovation.

• Notional Offset: The offset is often seen as a "shortcut" that can conflict with strategic sustainability goals. It may prioritise price savings in the short term but does not directly align with long-term development objectives that rely on cultivating local industry.

4) Avoiding Financial Risks of Price Offsets

• Inflated Cost Perception: Price offsets can create a distorted perception of the actual costs by artificially lowering the evaluated price, even if the actual cost remains higher. This can result in budget discrepancies if the full, unadjusted tender price exceeds financial expectations.

5) Preferred Way to Support Local Suppliers

• Meaningful Evaluation Criteria: Local Content values local contributions without compromising the focus on total cost, quality, and other critical selection criteria. Local suppliers who genuinely contribute to the community benefit from this targeted support.

• Fairness and Equity: Weighting supports fair competition by giving all suppliers an equal opportunity to win tenders based on their merits rather than through artificial price adjustments. This approach balances local preference with fairness to all suppliers.

Amendments to the draft Procurement Strategy

We’ve made several amendments to the draft Procurement Strategy following the public exhibition period to reflect feedback and operational changes. These updates include a revision to the CEO’s message, a change to the publication frequency of the annual procurement pipeline (now to be published every six months to ensure it remains current) and an adjustment to Performance Measure 4 to track the number of procurement opportunities from the pipeline that have been completed.

Implementation Plan

Once the strategy is adopted, we will develop a detailed implementation plan with key milestones and timelines to ensure its effective rollout. This plan will outline the steps needed to bring the strategy to life, providing clear guidance on execution and accountability.

Options

· That the draft Procurement Strategy be adopted and that the Tendering Local Preference Policy be rescinded.

· That the draft Procurement Strategy Tendering Local Preference Policy be amended and adopted.

· That the draft Procurement Strategy be rejected and the Tendering Local Preference Policy retained.

Community Engagement and Consultation

To ensure a broad and inclusive consultation process on the Draft Procurement Strategy, Council developed a targeted Communication Plan. This Plan focused on reaching out to known business networks in the region and directly notifying all vendors registered in Council’s Procure to Pay system. The goal was to encourage diverse input from a wide range of stakeholders, particularly small to medium businesses, on how best to refine and implement the Strategy.

Internal Consultation

• Director Business and Performance

• Executive Lead, Finance & Commercial Operations, and

• Group Manager, Procurement.

External Consultation

• Chambers of Commerce:

o Port Macquarie

o Camden Haven

o Wauchope

• Regional Development Australia

• Business NSW

• Vendors registered in Council’s Procure to Pay system, and

• Community and Interested Stakeholders.

Planning and Policy Implications

This is a draft Procurement Strategy that should it be adopted by Council and replacing the Tendering Local Preference Policy.

Financial and Economic Implications

There are no financial implications in this report. The proposed replacement of the Tendering Local Preference Policy with the Local Content to evaluation criteria in the Procurement Strategy will provide enhanced opportunity for local businesses to participate in Council contracts and projects.

Attachments

1. Engagement Summary Report

2. Procurement Strategy 2025 - 2028

AGENDA Ordinary Council

17/04/2025

Item: 11.04

Subject: Update - Strategic Review of Sport and Recreation Stakeholder Engagement and Development of User Pay Fee Structure

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

2.3.3 Develop and implement management of operational and maintenance programs for open space, recreational and community facilities.

RECOMMENDATION

That Council:

1. Note the update on stakeholder engagement for the Strategic Review of Sport and Recreation and Stakeholder Engagement.

2. Continue to deliver improvements to sport and recreation stakeholder engagement in line with identified best practice principles and through collaboration with community partners.

3. Note that consideration of user pay fees for sporting fields is ongoing and has not been included in the draft annual Fees and Charges associated with the draft 2025-2026 Operational Plan.

Executive Summary

Council has commenced a strategic review of sport and recreation stakeholder engagement. The purpose of this review is to identify opportunities for improved consultation, prioritisation, communication, and coordination with the sporting community. This report outlines the findings of the review to date, provides an update on consideration of user-pays fees for sporting fields, and associated policy and financial implications.

The key drivers for this work include:

· A Key Performance Indicator (KPI) of the Chief Executive Officer for 2024-2025 financial year, was to: "Undertake a Strategic Review of Sport and Recreation and stakeholder engagement and provide a briefing to Councillors on the review."

· The resolution of Council at the June 2024 Ordinary Council Meeting (Item 10.07) which stated:

That Council:

1. Note the petition received by Hastings Baseball Incorporated requesting Council to stop the introduction of usage fees for sporting fields and recreation facilities.

2. Respond to the organiser of the petition with the outcome of Council’s consideration in the matter.

3. Note the staff recommendation as stated in Item10.09 (2024-2025 Operational Plan) ‘Approve the removal of Sporting facility usage fees across all options put forward in the Draft Operational Plan for 2024-2025, based upon community feedback, with further consideration as part of the 2025-2026 Integrated Planning and Reporting process.’

4. Through the Chief Executive Officer, present to a future Ordinary Meeting of Council, utilising the input of the Port Macquarie-Hastings Council Sports Council, a Draft Sporting Facilities Usage Fees ‘Model’ and associated engagement plan, prior to inclusion in any future Operational Plan or Budget process.

· Further, Council adopted the 2024-2025 Operational Plan at the June 2024 Council meeting (Item 10.9) which included action SPA 21 which relates to the following:

“Develop Sports Field User Pay Strategy", with the Performance measure as “Sport Field User Pay Proposed for the 2025-2026 Fees and Charges”

To increase efficiencies, staff combined the projects into a series of engagements with the sport and recreation community to gather feedback.

The review highlights significant gains made through recent engagement activities, identifies challenges, and proposes a sustainable engagement model to support ongoing dialogue with sporting stakeholders. This includes a proposed shift toward a user-pays model to enhance participation and resource engagement processes in a fair and transparent way.

This report provides an update on the review of strategic Sport and Recreation Stakeholder Engagement and the development of the Sporting Field User-Pays Fee Models for input into the broader review of Recreation as required in the CEO’s KPI. It also outlines the process for both activities to date, including completed and planned engagement activities and the broader objectives of these two initiatives.

Discussion

This report presents a comprehensive update on the review of strategic Sport and Recreation Stakeholder Engagement and the development of the Sporting Field User Pay Fee Models. It outlines the engagement activities conducted, those still planned, and the broader objectives of the two initiatives.

Council plays a vital role in supporting over 130 sporting user groups and clubs across the local government area. Effective stakeholder engagement is key to ensuring equity, strategic alignment, and long-term sustainability of sport and recreation facilities and programs.

In accordance with a key CEO KPI, Council staff commenced a strategic review of recreation stakeholder engagement first involving:

· Review of existing engagement practices and challenges

· Workshops with key internal and external stakeholders

· Benchmarking against other councils

· Testing of new approaches to structured and ongoing consultation

Key Findings and Highlights:

· Improved consistency in communication channels with clubs and associations

· More transparent prioritisation of capital works and funding requests

· Introduction of an annual stakeholder calendar and engagement touchpoints

· Clearer definition of roles and responsibilities between Council, user groups, and peak bodies

· Stronger collaboration on planning, compliance, and infrastructure needs

To comprehensively review the strategic sport and recreation stakeholder engagement, staff began by reflecting on the historical approach to engagement. Traditionally, engagement between Council and sporting groups was built on personal relationships with club representatives. While this approach created strong connections in some cases, it led to inconsistencies and confusion in communication and service delivery.

Key issues identified include:

· Reliance on informal relationships with clubs.

· Lack of clarity in engagement between clubs, maintenance teams, and bookings teams.

· Perceived bias towards clubs with stronger personal connections.

· Assumptions of preferential treatment for certain sports or locations.

· Perception that Port Macquarie-based clubs received disproportionate attention.

Feedback from the sporting community also highlighted:

· The need for clearer and more structured communication with Council.

· A desire for increased transparency in the Recreation and Open Space Action Plan (ROSAP) priorities.

· Challenges in facility bookings and understanding procedures.

· The need for more inclusion in master planning and long-term strategies.

· Frustration with response times to service requests.

· The need for clarity around funding and support opportunities.

To address these concerns, staff developed two structured communication plans:

1. Seasonal Communications Plan aimed at consistency around seasonal sport needs and club administration changes:

· Committee Changeover Procedure

· Annual mailout and online forum for procedures

· After-hours contact via a dedicated sports phone

· A single online access point on Council’s website with key resources

2. Planning Communications Plan focused on strategic planning engagement:

· Reinstatement of sports@pmhc.nsw.gov.au for all planning correspondence

· Direct collaboration with clubs on master planning

· Promotion of Places to Play Facilities Guidelines

· Club involvement in ROSAP implementation

· Clarification of the role of the Sports Council

In line with Council’s June 2024 resolution, staff also began developing a draft Sporting Facilities Usage Fees ‘Model’ and associated engagement plan.

To enable a sustainable and well-resourced engagement process, the review recommended implementing a user-pays engagement model that ensures:

· Clubs and associations contribute a nominal annual fee to support engagement costs

· Costs are transparent and proportionate to the scale of use and support provided

· Revenue generated is reinvested into sport and recreation planning and engagement activities

This model is used successfully by other NSW councils and is seen as a fair mechanism for maintaining ongoing engagement while reducing reliance on general revenue.

Development of a User-Pays Fee Model as a basis of engagement to ensure transparency and inclusivity, staff implemented a structured interim engagement process. Building on the feedback received during the 2024-2025 Operational Plan engagement, Council staff presented a range of user pay models to the Sports Council on 23 July 2024. These included:

· Fees per sport code

· Fees per sport season

· Fees per club member

· Fees per facility

· Fees only for clubs with over 100 members

· Fees applied for matches only, not training

Following the Sports Council meeting, key recommendations included:

· Further investigation of the per-facility and per-member (for clubs with 100+ members) models

· A request for more information on maintenance costs by venue

In response to the CEO’s 2024-2025 Key Performance Indicator to undertake a Strategic Review of Sport and Recreation Stakeholder Engagement, Council implemented a targeted engagement and education process with sporting groups across the LGA. While the primary focus of these sessions was to support the delivery of the CEO’s KPI including strengthening relationships, communication, and collaboration with clubs, Council also used the opportunity to introduce the concept of a user-pays model and seek initial, high-level feedback to help inform future engagement design.

This early input was not intended to replace formal consultation on sporting facility fees, but rather to inform the preparation of a draft engagement plan and potential fee model, as requested by Council in the June 2024 resolution. Insights gathered from these sessions have helped identify key community concerns and expectations and will be used to shape the next phase of structured engagement and Council decision-making. This process has taken longer than initially anticipated due to the sensitivity of the issue. Accordingly, more time is required to ensure that the engagement is comprehensive, and Council can receive quality feedback on any proposal to introduce user pay fees. Given the need for further time, proposed fees have not been included in the draft 2025-2026 Fees and Charges in the Draft Operational Plan.

The next phase includes refining proposed fee models in collaboration with the Sports Council and developing a broader community engagement plan. Once finalised, the draft model(s) and engagement approach will be presented to Council for endorsement. Subsequent engagement outcomes will be compiled into a final report to inform Council's decision on implementation.

Options

Council has the following options available:

1. Note the information within the report as recommended or

2. Seek additional information on Sport and Recreation Stakeholder Engagement

This report recommends option 1.

Community Engagement and Internal Consultation

Internal Consultation

Throughout the development of the Strategic Review of Sport and Recreation Stakeholder Engagement and the User-Pays Fee Model, staff have undertaken internal consultation with key stakeholders including:

· Director Community, Planning & Environment

· Group Manager Liveable Communities

· Spaces and Places Manager

· Engagement and Communications Coordinator

· Recreation and Community Strategy Coordinator

· Recreation Planner

This collaborative approach ensured that policy alignment, operational practicality, financial considerations, and community expectations were embedded in the development of the proposed engagement and fee models for consideration.

Community Engagement Process

In response to the CEO’s 2024-2025 Key Performance Indicator to undertake a strategic review of sport and recreation, Council has conducted a series of community and stakeholder engagement sessions with sporting clubs and user groups across the local government area. Between January and April 2025, 10 information sessions were delivered in Laurieton, Wauchope, Port Macquarie and online, attracting a broad range of participants from seasonal and year-round sports.

These sessions were primarily designed to strengthen Council’s relationships with sporting stakeholders, test improvements to communication and planning processes, and gather insights on service levels and engagement preferences. Council also used this opportunity to introduce the concept of a user-pays model and seek preliminary feedback to inform the development of a draft fee structure and associated engagement plan, as requested in the June 2024 Council resolution.

To ensure robust community input, Council developed and delivered a targeted and structured community engagement, with 10 engagement sessions conducted across the LGA from January to April 2025. The sessions were scheduled to accommodate both summer and winter sports codes, ensuring broad representation.

Wauchope

· Wednesday, 29 January 2025 – 6:00 PM - Indoor Stadium

· Monday, 3 March 2025 – 6:00 PM - Indoor Stadium

· Tuesday, 25 March 2025 – 6:00 PM - Indoor Stadium

Laurieton

· Tuesday, 4 February 2025 – 6:00 PM - Vince Inmon Grandstand

· Thursday, 27 February 2025 – 6:00 PM - Vince Inmon Grandstand

· Thursday, 3 April 2025 – 6:00 PM - Vince Inmon Grandstand

Port Macquarie

· Thursday, 6 February 2025 – 6:00 PM - PMHC HQ

· Thursday, 6 March 2025 – 6:00 PM - PMHC HQ

· Wednesday, 26 March 2025 – 6:00 PM - PMHC HQ

Online

· Tuesday, 1 April 2025 - 6:00 PM - ONLINE ONLY

A total of 113 formal invitations were issued to sporting groups across the LGA. Sessions followed a feedback-loop model, allowing for open dialogue, information sharing, and refinement of the approach based on participant feedback.

Key Engagement Themes:

· Junior vs Senior Pricing: Concern that junior sports are more financially vulnerable due to reliance on canteen sales and volunteer support.

· One-Size-Fits-All Fee Limitations: Clubs requested differentiated models based on size, sport, and facility use.

· Staged Fee Implementation: Support for gradual introduction of fees to minimise financial burden.

· Transparency and Communication: Positive feedback on proactive engagement, with calls for early and detailed notice of any changes.

· Tiered Facility Approach: Strong support for fees to reflect the quality and amenity level of facilities (e.g. change rooms, lighting, grandstands).

· Social Equity and Participation: Widespread concern that fees could reduce participation, particularly among juniors and low-income families. Strong emphasis on maintaining affordability and inclusiveness.

· Recognition of Past Contributions: Clubs asked for consideration of their historical investments in facilities (e.g. infrastructure or equipment contributions).

· Bookable Platform and Double Fees: Feedback regarding potential ‘double dipping’ where fields are shared between codes or used concurrently.

· Clear Distinction Between Use Types: Clubs supported categorising usage (e.g., formal club sport vs passive community use) to determine applicability of fees.

Engagement Spectrum

Council applied the IAP2 Spectrum of Public Participation, primarily operating at the “Inform” and “Consult” levels:

· Inform: Providing clear and accessible information to stakeholders about the proposals.

· Consult: Gathering feedback, listening to concerns, and integrating that input into the development of options.

Feedback Outcomes and Next Steps

This engagement has shaped the evolving fee model and communication approach, ensuring alignment with community expectations. The feedback clearly indicates the importance of:

· Maintaining fairness across sports and club sizes

· Avoiding financial exclusion

· Ensuring fee transparency and reinvestment into facility maintenance and planning

Staff will now:

· Finalise a draft Engagement Plan and preferred fee model options

· Continue consultation with the Sports Council

· Present the draft model and Engagement Plan to Council for endorsement

· Provide regular updates to the community on progress and outcome.

This Engagement Report is attached to provide further detail (Attachment 1)

Planning and Policy Implications

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

Financial and Economic Implications

There are no immediate financial implications resulting from the adoption of this report.

Implementation of the user-pays engagement model is expected to generate modest income that offsets costs associated with stakeholder workshops, reporting, and resource time.

Longer-term efficiencies are expected through better prioritisation, reduction in duplicated engagement efforts, and more coordinated funding submissions.

Attachments

1. Engagement Report

AGENDA Ordinary Council

17/04/2025

Item: 11.05

Subject: Tuffins Lane Field Drainage Investigation

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

2.3.4 Plan, investigate, design and construct open spaces, recreational and community facilities.

RECOMMENDATION

That Council:

1. Note the information contained in this report.

2. Consider including funding for the Detailed Environmental Assessment (EIS) and DA to the value of $500,000 in a future Operational Plan and budget or the Long Term Financial Plan.

Executive Summary

This report provides a status update of the detailed design for the drainage at Tuffins Lane Sporting Precinct, as requested in the June 2023 Council Meeting.

The Tuffins Lane Drainage Investigation is now complete and the final detailed design report is not provided here as Attachment 1 for Council’s information.

Discussion

At the Ordinary Council meeting held on 15 June 2023, Council resolved as follows:

That Council:

1. Note the information contained in this report.

2. Approve the budget allocation of $200,000 in the 2023-2024 Operational Plan to undertake detailed design of drainage for the Tuffins Lane Sporting Precinct.

3. Fund this project by reducing the “Sporting Infrastructure Renewals” and the “Park Furniture Renewals” budgets within the Works Program each by $100,000.

This Report is in response to Resolution (2) above.

The Tuffins Lane Sporting Precinct was identified in the 2023/2024 Operational Plan $200,000 as part of the Council Delivery Program Strategy L3.1 to generate a detailed design of subsurface drainage.

At the Ordinary Council meeting held on 20 June 2024, a further report was provided to Council providing a status update of the detailed design for drainage at Tuffins Lane Sporting Precinct. Please find this report as Attachment 2.

Due to the complexity of the investigation required to complete the detailed drainage design this project was undertaken as a multi-year project. The remaining budget allocated for this project was deferred to 2024-2025.

The Tuffins Lane Sporting Precinct is identified in the 2024-2025 Operational Plan $85,060 as part of the Council Delivery Program Strategy L3.2 to generate a detailed design of subsurface drainage.

Considering the complexity of issues surrounding drainage on the site, an engineering firm was engaged to provide a staged response to developing a detailed drainage design. Stages 1 and 2 were completed by June 2024. Stages 3 and 4 are now complete.

An explanation of each stage is explained below:

1. Preliminary Site Investigations

Complete - The initial desktop assessment of the site determining the feasibility of improving the drainage at the sports fields to allow for greater use following adverse or prolonged weather events.

2. Options Assessment Report

Complete - This involved a desktop assessment of the options available to rehabilitate the sports fields. A report was prepared to complement the findings of the Preliminary Site Investigations. The report provided a review of the site and associated constraints to determine the issues affecting flooding and drainage conditions, the potential remediation options to improve the conditions, the potential advantages and disadvantages of each proposed option and conceptual cost estimates for the proposed options as detailed below. It also highlighted recommendations for the next phases of this project as well as providing conceptual design sketches for the proposed options to visually represent the potential scope of works.

· Option 1 - Subsurface Drainage – Installation of ag pipes and sand slitting as a subsurface drainage system for the playing surfaces. Cost Estimate $2,300,000 (Option 1 progressed to detailed design)

· Option 2 - Site Regrading – Undertake earthworks reshaping of the finished surface, including filling and regrading of the playing surfaces to improve drainage. Cost Estimate $2,830,000

· Option 3 - Combination – Undertake earthworks regrading (Option 2) across the site combined with installation of subsurface drainage (Option 1). Cost Estimate $4,685,000

3. Detailed Site Investigation

Complete - This is an onsite assessment that included a detailed site survey, geotechnical investigations to understand the soil properties; perform CCTV inspection of existing subsurface drainage infrastructure, create flood modelling, and generate a tidal conditions assessment. This information was gathered to inform detailed drainage design.

4. Detailed Design

Complete - The detailed design report is now suitable for tender and construction, including drawings, technical specifications and an updated cost estimate. (Attachment 1)

The detailed design phase for drainage upgrades at Tuffins Lane Sports Fields has now been completed. The design addresses the long-standing drainage and ponding issues that limit the use of the fields following storm events.

The proposed solution includes a combination of subsoil drainage, collector pipes, and outlet structures specifically designed to account for the site’s flat topography and tidal influences. While the system cannot mitigate regional flooding due to catchment size, it will significantly improve drainage performance, reduce field downtime, and minimise surface ponding during typical storm events.

The design proposes a four-stage construction plan to minimise disruption to field access, with an estimated construction cost of $2.68 million. Regular maintenance will be essential to ensure long-term effectiveness, with additional costs anticipated for upkeep beyond existing maintenance programs.

The detailed design report is summarised below:

1. Design Development

1.1 Subsoil Drainage Design

Subsoils: The design involves determining the optimal size, length, spacing, and number of subsoil drains based on the contributing catchment areas. The subsoil drainage pipes are designed to be 150mm in diameter, spaced 5 meters apart, and installed at a minimum grade of 0.3% to ensure effective drainage.

Trench and Backfill: The trenches for the subsoil drains are excavated to a depth of 425mm below the surface. The trench is then backfilled with drainage gravel and sand to promote infiltration. The top layer consists of organic topsoil and washed turf to restore the grassed finish of the sports fields.

Sand Slits: Sand slits are installed perpendicular to the subsoil drainage lines to enhance surface water infiltration. These slits are 225mm deep and spaced 1.5 meters apart, filled with the same sand material used in the main trenches.

1.2 Outlet Design

Collector Pipes: Solid collector pipes are installed to direct stormwater from the subsoil drains to the outlet structures. These pipes are designed to maintain a positive grade to ensure efficient flow towards the outlets. The pipes are made of High-Density Polyethylene (HDPE) to withstand the shallow and low-trafficked conditions at Tuffins Lane.

Outlet Structures: The design includes riser pits with frog flaps to prevent backflow from tidal conditions. The outlet structures are designed to function effectively during low tide, allowing stormwater to discharge quickly. Weep holes are included to drain trapped water over time, although they may allow groundwater to back up into the drainage network.

Drainage lines will generally be submerged. Ideally, there is a free-flowing outlet, however due to grade issues and tidal levels this is unachievable. The design proposes to maintain grade on drainage lines to ensure drainage away from the fields, however this results in outlet levels lower than the tide conditions. As such, an infiltration and riser pit at the outlet is proposed. Slow infiltration of water will occur over time but will also have ground water entering at high tides, resulting in fluctuating levels of submerged underground pipes. This design achieves the desired outcome of freeing the field from ponding issues by draining the field and capturing it within the subsurface network. The outlet has been designed to ensure it is lower than the lowest point of the upstream field catchment, to ensure when rain occurs that the outlet is engaged before the subsoils backup to the level of the fields.

1.3 Drainage Design

The drainage system comprises three main components: soil infiltration, subsoil capture, and stormwater outlet. The design aims to maximise the effectiveness of the subsoil drains and collector pipes while considering site constraints. The drainage assessment evaluates the system's performance during various storm events, estimating the downtime and ponding depth for each scenario.

Unfortunately, limitations/constraints of the site result in a design of this complexity to ensure flooding improvements to a desired level are achieved.

1.4 Maintenance

Regular maintenance is crucial to ensure the drainage system's functionality. This includes inspecting and clearing blockages, assessing the quality of filter materials, and removing debris and silt from the fields. A maintenance plan should be developed to schedule these activities and ensure the system operates at full capacity. This would be additional to the current maintenance and be an additional cost to our maintenance service.

1.5 Existing Public Utility Plant

The design identifies existing services within the project area, such as water and sewer lines, and electrical cables. These services are mapped based on available data and survey information. The design aims to avoid conflicts with these services during construction, with any potential clashes managed on-site.

2. Construction Staging

2.1 Staging Strategy

The construction is divided into four stages to maintain some level of operation of the sports fields during the upgrade works:

Stage A: Fields East 1 and East 2

Stage B: Fields East 3 and East 4

Stage C: Fields West 5 and West 6

Stage D: Fields West 7 and West 8

Each stage is planned to ensure access to car parking, amenities, and cricket nets throughout the construction period. The strategy aims to complete the works with minimal disruption to field operations.

2.2 Staging Alternative

An alternative staging strategy involves constructing like components in phases:

Stage 1: Construction of outlet pits and collector pipes

Stage 2: Construction of main field drainage lines

Stage 3: Construction of sand slit drainage lines

This approach allows for the completion of major components outside the field boundaries while maintaining field operations. The alternative strategy can be combined with the field staging plan for efficiency.

3. Preliminary Cost Estimate (Construction only)

The total estimated cost for the proposed drainage upgrades is approximately $2.68 million. This estimate includes:

· Preliminaries: $105,000

· Bulk Earthworks: $100,000

· Collector Pipes: $751,202

· Subsurface Drainage: $466,643

· Slit Drainage: $691,196

· Contingency (15%): $570,791

The estimate is provided for budgeting purposes and should be updated regularly to account for factors such as weather, construction staging, market and inflation.

4. Project Conclusion

Burchills have developed a suitable detailed design for the proposed drainage upgrades at the Tuffins Lane Sports Fields aimed to reduce the potential impacts of storm events and improve drainage across the site. The proposed design conforms to the preferred solution identified by Council through the initial investigation and options assessment of design solutions, while undertaking detailed investigations to inform the design solution.

The drainage assessment undertaken identified that the proposed solution would result in significant improvements to the drainage across the site. It successfully considered the tidal conditions at the outlet and the flat nature of the site to provide the most effective drainage solution true to councils preferred solution.

It is noted that the proposed drainage network design, as previously identified, is unable to cater for the regional flood due to the size and extent of the contributing catchment, however the drainage network has been designed to improve draining of flooding on the fields and reduce the time impacted by such events. Given the flow path of the regional flood, regular maintenance of the fields and drainage should be undertaken to inspect and review to ensure that the proposed drainage network can operate to full expectations.

At the Ordinary Council meeting held on 16 March 2023, Council was provided a report that contained the following information regarding the Tuffins Lane Drainage investigation and the extensive process that would be involved. This report can be found as Attachment 3.

The first step in this process, detailed drainage design, is now complete.

The second stage of this project entails a detailed environmental assessment (EIS). An EIS is required due to the works resulting in discharge of additional water to the coastal wetland in the creek and the physical works themselves being done in a proximity area. This was originally estimated to be in the order of $150,000, however through recent further investigation it has been confirmed that this and a DA would be required, and the timeline estimated would be 9-12 months for the EIS requirements and approval for the DA/EIS, with the costs expected in the vicinity of $500,000.

Total project costs are still in an estimate phase however based on previous projects and experience they are anticipated to be in the order of:

· Detailed Design of Drainage $200,000 (expended)

· EIS + Studies/DA and Approvals $500,000

· Construction of Drainage and Electricals $2,684,833

· Project Management Costs $150,000

· Contingency $300,000

Total Cost $3,834,833

Options

Council may choose to:

1. Determine to move ahead with the detailed environmental assessment and DA of the Tuffins Lane site and consider prioritisation of the inclusion of $500,000 in a future budget of Council, or

2. Request the Chief Executive Officer provide further information regarding the requirements of the project or

3. Resolve in some other manner

Community Engagement and Internal Consultation

Through engagement on the 2023-2024 Operational Plan, consultation was also conducted on the drainage design works for Tuffins Lane Sporting Precinct. The engagement was undertaken through a series of activities to capture a wide range of opinions from a broad cross section of the community. Engagement activities included an online Have Your Say question, four pop-up engagement sessions and an internal survey.

Further to this, the stakeholder users at Tuffins Lane were informed via the Have Your Say Newsletter in December 2023, the Sports Newsletter in January 2024, September 2024, December 2024 and via email as stages were completed. Following the determination of this report a further update will be shared with the Tuffins Lane user groups.

A Councillor Briefing was provided on 13 June 2024.

Planning and Policy Implications

Installation of drainage as discussed in the report would require development approval and other associated assessments (eg environmental impact statement, hydrology study, acid sulphate management plan, etc). These would require additional budget allocations as part of the drainage works project, should it proceed beyond design.

Financial and Economic Implications

The financial implications of this report will depend on Council’s decision. As noted, the potential installation of field drainage or other site development (e.g. electrical upgrades) would require considerable investment. The anticipated investment is likely to total in excess of $3.8M.

Total project costs are still in an estimate phase however based on previous projects and experience they are anticipated to be in the order of:

· Detailed Design of Drainage $200,000(expended)

· EIS + Studies/DA and Approvals $500,000

· Construction of Drainage and Electricals $2,684,833

· Project Management Costs $150,000

· Contingency $300,000

Total Cost $3,834,833

In addition to the capital investment required for the upgrade, it is important to note the significant increase in ongoing maintenance and site management costs. Currently, site management is budgeted at approximately $100,000 per annum, based on existing maintenance levels. However, following the upgrade, maintenance requirements including increased frequency of inspections, specialist materials, and more intensive works are expected to increase by up to 50%. This represents a potential uplift in annual costs that must be carefully considered in future budget planning to ensure the long-term sustainability and quality of the upgraded precinct.

Attachments

1. Tuffins Lane Sporting Fields Detailed Design Report

2. OC16032023

3. OC20062024

AGENDA Ordinary Council

17/04/2025

Item: 11.07

Subject: Community Grants Program 2024-2025 - Funding Round 2

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

2.2.1 Support and advocate for all community sectors.

RECOMMENDATION

That Council allocate $54,809 in funding under Round 2 of the 2024-2025 Community Grants Program to the following organisations:

Strong Spirit Services Strong Spirt Men’s Program $7,200

PMQ Rotary Sunrise Historic Lighthouse Signage $9,142

Douglas Vale Conservation Acoustic Vineyard $4,000

St Agnes Foundation Bringing History to Life $2,000

Kendall Community Centre Kendall Music Exchange $4,184

St Thomas Anglican Church Church Light Display $2,000

Werin Aboriginal Assoc. NAIDOC Week $4,000

Business Port Macquarie New Years Fireworks $7,000

Hastings Landcare Cultural Intelligence Workshops $3,900

WBH Surf Life Saving Club Carols on the Beach $2,000

Dementia Alliance Memories in Melodies $2,000

Rollands Plains Hall Rollands Plains Dinner Dance $2,000

Pappinbarra Progress Assoc. Pappinbarra Valley Bush Dance $2,000

Neami Limited Our Place Shelter $1,312

Port Macquarie Historical Society Museum After Dark $1,571

Parkinson's Port Macquarie Parkinson’s Day $ 500

TOTAL $54,809

Executive Summary

Council’s Community Grants Program and Funding Guideline (Attachment 1) was adopted at the 15 August 2024 Council Meeting (Item 11:05). The Program has a total budget of $200,000 for the 2024–2025 financial year, delivered in accordance with Council’s Policy on Providing Funding and Support to the Community.

To date, $125,660 has been awarded to 26 local charities and not-for-profit organisations in Round 1 and through Micro Grants, supporting community-led events and development initiatives aligned with Council’s Community Inclusion, Disability, and Cultural Plans.

Round 2 of Council’s Community Grants Program opened on 21 February 2025 and closed on 16 March 2025, attracting a total of 30 applications. The annual Community Grants budget is $200,000, with $60,000 allocated to Round 2.

An additional $14,340 has been reserved to accommodate upcoming Micro Grant applications, operational grants for Section 355 Hall Committees, and the final instalments of 2023–2024 grants that remain outstanding due to project delays and extended acquittal timeframes.

All applications underwent eligibility and completeness checks and were referred to the Assessment Panel, as required in accordance with the Funding Guideline. Of the 30 applications received, 16 are recommended for full or partial funding. A summary of the applications received, and the Panel’s recommendations is provided in (Attachment 2).

Discussion

Council provides up to $200,000 each year through the Community Grants Program to support local not-for-profit organisations to deliver community development programs and events. The program prioritises community-led initiatives that align with the objectives of Council’s Community Inclusion Plan or Cultural Plan.

Council adopted the Community Grants Funding Guideline (Attachment 1) in August 2024. The Guideline outlines support for projects that:

· Celebrate creativity and heritage through arts and cultural initiatives

· Enhance learning and skills through educational programs

· Bring people together through local community events

· Address disadvantage to promote equity and inclusion.

Applications are invited in two funding rounds each year:

· Round 1: September 2024

· Round 2: February 2025

This report considers the 30 applications (Attachment 2) received in Round 2.

Information about the Community Grants Program is available on Council’s website, including the Funding Guideline, grant writing tips, and examples of previously funded projects. To promote Funding Round 2, Council implemented a communications campaign that included:

· Social media posts (14, 17, 24 & 25 February, and 12 March 2025)

· Radio advertising through the Southern Cross Austereo network

· Direct mail to community organisations (including youth, seniors, disability, First Nations, and welfare sectors)

· Mail-out to previous grant applicants

· Presentations at interagency meetings

· A workshop presentation at the Council’s Event Bootcamp Workshop

· Advertising in multiple e-Newsletters, including Have Your Say and Artwalk

· Mail to Council–Community Action Teams and Progress Associations

· Two information sessions (held 21 February & 3 March), attended by 39

· Responses to 11 direct enquiries.

In Round 2, Council received 30 applications across four funding categories, as outlined in the table below.

Category	Description	Amount	Applications Received
Community Projects	Funds projects fostering inclusive and self-determining communities, supporting initiatives that enhance community spaces, build resilience, and improve resident wellbeing through social, environmental, and cultural programs. Priority is given to programs supporting youth, seniors, people with disabilities, the homeless, and First Nations people.	Up to $15,000	12
Creative Community	Funds projects enhancing the cultural vibrancy of the region, supporting innovative arts and cultural initiatives that involve community participation, develop cultural spaces, honour cultural heritage, support creative industries, and promote collaboration.	Up to $10,000	3
Community Celebrations	Funds events that positively contribute to the community, primarily for residents, showcasing arts, cultural, and community benefits. Priority is given to events for Youth Week, NSW Seniors Festival, National Reconciliation Week, NAIDOC Week, Disability Inclusion, and Volunteer Week.	Up to $7,000	8
Micro	Provides micro grants for community capacity-building projects, small equipment, purchases to enhance community facilities, civic volunteering, and hosting community events.	Up to $2,000	7

A summary of the applications received, amounts requested and the recommended grant offer in each category is provided in the table below with more detail on the projects and the Grant Assessment Panel’s rationale contained in (Attachment 2).

Community Projects:

Target Area	Application	Funding Requested	Offer
First Nations	Strong Spirit Men’s Program The Aboriginal Men’s Cultural & Social Support Program (June–December 2025) is a community initiative in the Port Macquarie-Hastings region that fosters cultural reconnection, wellbeing, and leadership among Aboriginal men through workshops, mentoring, and on-country experiences. Recommended for partial funding to support fair distribution across the community, noting two other First Nations initiatives are also proposed to be funded in this round.	$15,000	$7,200
Disability - Information	Together We Thrive Expo To be held on 4 December 2025 at Port Macquarie Indoor Stadium the Expo will connect people facing disabilities, mental health challenges, and other vulnerabilities with local services, promoting inclusion, awareness, and long-term wellbeing. Not recommended for funding due to venue suitability concerns (lack of air conditioning in December being summer). While the inclusive focus is valued, more detail is needed on cost-sharing through community partnerships or agency support.	$15,000	$0
Schools Education - Road Safety	Driver Safety Workshops The Safe Start program will offer free driver safety workshops to students in November 2025, providing practical and classroom-based training to improve road safety awareness and reduce youth-related road trauma. Not recommended for funding as Council is not the appropriate organisation to support school-based programs and already delivers road safety education initiatives.	$4,104	$0
Place based Heritage	Tacking Point Lighthouse Signs This project will replace outdated signage at the Lighthouse with accessible, informative panels that enhance the visitor experience and share the site's cultural, historical, and environmental significance for both locals and tourists.	$9,142	$9,142
Health	We Care Therapy Support This project will help five children and their families, ineligible for NDIS access essential therapies—such as speech, occupational, and physiotherapy—between July 2025 and June 2026. Not recommended for funding as it falls outside Council’s responsibilities and has limited community reach. This individualised health support is better suited to the Department of Health.	$10,000	$0
Community Safety - Prevention	Coastal Walk Against Violence To be held on 24 November 2024, the Coastal Walk Against Domestic and Family Violence unites the community to raise awareness, support victim-survivors, and promote a culture of safety and respect. Not recommended for funding, as the organisation currently holds an existing grant for resilience and recovery programs at the Women’s Refuge that has not yet been acquitted.	$13,000	$0
Schools Education - STEM	STEM Enrichment Program To run from February to December 2025, the Hastings STEM Enrichment Program will support Year 5–12 students particularly from low socio-economic backgrounds through hands-on workshops, mentoring, and industry engagement to build future-ready STEM skills and career pathways. Not recommended for funding, as the organisation currently holds an existing grant for Robotics Team Uniforms that has not yet been acquitted.	$15,000	$0
Schools Education - Online Tuition	Kaleidoscope Tuition Teaching This program provides flexible online education for students of all ages—especially those with disabilities or barriers to traditional schooling—by connecting them with specialist teachers to build confidence and academic skills from home. Not recommended for funding as the applicant is a private company and does not meet the eligibility criteria for the Community Grants Program.	$15,000	$0
Community Safety - Recreation	Ride Safe... Ride Happy! A free, family-friendly Bike Week event promoting safe, active transport through engaging bike safety education and community activities. Not recommended for funding. While the project promotes valuable road safety and active transport, limited grant funds are available. Council already supports similar initiatives through its own programs.	$11,000	$0
Community Wellbeing	Village of Support This project will fund a 12-month storage facility lease to expand Nurtured Village Hampers’ support program, helping more Port Macquarie mothers facing hardship feel connected and cared for. Not recommended for funding. While the organisation supports local families, the proposal lacks a clear long-term plan beyond the 12-month storage lease.	$4,080	$0
Creative Learning	Pelican Pete’s Fly-About A creative literacy and arts project co-developing a children’s storybook with local schools and artists, promoting sustainability and youth engagement while supporting Landcare through book sales. Not recommended for funding. The applicant is a private company and ineligible under the Community Grants Program. A required auspice letter confirming partnership with Landcare was also not provided.	$15,000	$0
Volunteer Support	The Acoustic Vineyard Douglas Vale Historic Homestead & Vineyard is seeking funding for sound equipment to enhance its free monthly live music program. Recommended for partial funding to support sound equipment for monthly music events. While equipment is generally ineligible, an exception is recommended due to the site's heritage value and volunteer-led management. The upgrade will enhance events and support the facility’s sustainability.	$7,000	$4,000
	TOTAL	$133,326	$20,342

Creative Community:

Target Area	Application	Funding Requested	Offer
Heritage	Bringing Our History to Life An interactive projection experience for Artwalk 2025 that will illuminate St Agnes’ Church with historic images, audio, and artefacts, creatively sharing Port Macquarie’s heritage. Recommended for partial funding for AV hire for Bringing Our History to Life at Artwalk 2025. Funding matches that proposed for the other ArtWalk event this round to ensure fair distribution.	$5,000	$2,000
Social Connection	Kendall Music Exchange A free, monthly all-ages event at the community hall that fosters social connection and inclusion through music, open mic performances, and shared meals, offering a safe, alcohol-free night out for the Kendall community.	$4,184	$4,184
Arts & Culture	Church Light Display As part of ArtWalk, St Thomas Anglican Church will host free 30-minute light shows transforming Church Hill into a vibrant cultural gathering with projections, music, food trucks, and local artists.	$2,000	$2,000
	TOTAL	$11,184	$8,184

Community Celebrations:

Target Area	Application	Funding Requested	Offer
First Nations	NAIDOC Week Two free NAIDOC Week events - an Opening Ceremony at Town Green & Family Fun Day at Westport Park—celebrating culture, community, and connection through Aboriginal performances, activities, and displays. Recommended for partial funding to support fair distribution, noting two other First Nations initiatives are also funded this round.	$7,000	$4,000
Social Connection	Vintage Motor Club Show & Shine The Laurieton Vintage Motor Club’s free community Show and Shine on Father’s Day 2025 features classic cars, bikes, food, and entertainment.	$6,255	Referred to Major Event Grants
Business	Wauchope & Hinterland Business Awards The business industry awards celebrate local success through community nominations and a gala dinner, boosting pride, business engagement, and economic growth across the region. Not recommended for funding, as the Wauchope & Hinterland Business Awards already receive support through Council’s Economic Development program.	$5,000	$0
Community Events	New Years Eve Fireworks The 2025 Port Macquarie New Year’s Eve Fireworks will feature two family-friendly displays along the CBD foreshore.	$7,000	$7,000
First Nations Environment	Reconnecting with Nature - Cultural Intelligence A free Reconciliation Week initiative by Landcare to build cultural knowledge of volunteers and the wider community by engaging a cultural teacher to share Aboriginal stories, language, and food through interactive sessions. Recommended for partial funding to support fair distribution, noting two other First Nations initiatives are also funded this round.	$5,000	$3,900
Social Connection	Christmas Carols at the Beach A free Christmas event at Rainbow Beach Reserve that brings together local communities for a joyful evening of music, connection, and celebration featuring choirs, school groups, and Santa. Recommended for partial funding, consistent with the $2,000 provided per town for village Christmas events in 2024.	$5,000	$2,000
Disability - Social Connection	Memories in Melodies A free weekly music therapy program starting 3 June 2025 at the Salvation Army Hall, supporting people with dementia, Parkinson’s, and other cognitive conditions. Recommended for partial funding toward refreshments and musician hire for Memories in Melodies. A $1,900 grant supported the program’s 2024 launch. Due to no matching funds or sustainability plan, only a modest allocation is recommended.	$10,000	$2,000
Social Connection	Rollands Plains Dinner Dance The Rollands Plains Hall Committee will host a low-cost Community Dinner Dance on 21 June 2025 to reduce isolation, lift community spirit, and connect rural residents through food, live music, and shared celebration.	$2,000	$2,000
	TOTAL	$47,255	$20,900

Micro grants:

Target Area	Application	Funding Requested	Offer
Emergency Services	Volunteer Digital Boost The Westpac Rescue Helicopter Service seeks funding for a cellular iPad to support its Port Macquarie Hastings volunteer group with secure, cashless fundraising. Not recommended for funding, as it is a direct fundraising request, which is ineligible under the Community Grants Guidelines.	$1,099	$0
Multicultural	Holi A community event at Lighthouse Beach - a celebration of culture, connection, and diversity, bringing people together through colour, games, and food, with a focus on the Indian community.	$2,000	Withdrawn
Social Connection	Pappinbarra Valley Bush Dance A free community event at the Hollisdale Hall, a much-loved evening that brings locals together for music, dancing, and shared meals.	$2,000	$2,000
Homelessness	Our Place The Shade & Shelter project will enhance the Our Place Homelessness Hub with shaded outdoor seating, creating a safer, more accessible, and calming space for visitors, including those with mobility aids or experiencing stress.	$1,312	$1,312
Heritage Activation	Museum After Dark Portable stage lights to enhance night-time exhibitions, improving safety, accessibility, and visitor experience and participating in creative cultural events including Artwalk 2025.	$1,571	$1,571
Health & Wellbeing	Parkinson’s Day The Port Macquarie Parkinson’s Support Group seeks funding for a World Parkinson’s Day event at the library, offering expert talks, resources, and connection to support people with Parkinson’s, their carers, and families. Recommended for partial funding to support the World Parkinson’s Day Connection Event, including morning tea and engagement activities. Book purchases are not supported, but the applicant is encouraged to submit a book list to the Library for consideration.	$1,000	$500
Health & Wellbeing	The Seen Screening Nurtured Village Hampers seeks support to host a screening of SEEN at Majestic Cinemas, using the documentary and expert Q&A to spark conversation on mental health, parenting, and family connection while linking attendees to local support services. Not recommended for funding, as the event is not free to the public and does not align with the Community Grants Program’s objective of accessible events.	$1,560	$0
	TOTAL	$10,542	$5,383

The recommendation of the staff Assessment Panel is to allocate a total of $54,809 in funding to 16 community organisations in Funding Round 2.

Options

Council may determine to:

1. Endorse the staff recommendation of the report; or

2. Seek further information; or

3. Request an alternative distribution of funding.

This report recommends option 1.

Community Engagement and Internal Consultation

Internal consultation:

· Group Manager, Liveable Communities

· Community Activation Manager

· Utilisation Officer

· Senior Cultural Officer

· Economic Development Manager

· Economic Development Officer

· Grants Officer

· Statutory Property Officer

External consultation: Birpai Local Aboriginal Land Council.

Planning and Policy Implications

The Community Grant Program is facilitated in accordance with Council’s Policy - Providing Funding and Support to the Community, and the 15 August 2024 Council resolution adopting the 2024-2025 Community Grant Program.

Financial and Economic Implications

The above recommendation seeks to commit $54,809 from the 2024-2025 Community Grants budget.

Attachments

1. Community Grants - Funding Guideline

2. Community Grants - Round 2 Application Assessment

AGENDA Ordinary Council

17/04/2025

Item: 11.08

Subject: Friends of Camden Head Lookout (Pilot Station) Update

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

2.3.3 Develop and implement management of operational and maintenance programs for open space, recreational and community facilities.

RECOMMENDATION

That Council:

1. Note the update on current activities with the establishment of the Friends of Camden Head Lookout.

2. Change the requirement for bi-monthly update reports to six-monthly with the next update scheduled for October 2025.

Executive Summary

At the Ordinary Council meeting held on 18 July 2024 (Item 11.01), Council resolved:

That Council:

1. Note the information contained within the Camden Head Lookout Master Plan Community Engagement Report – July 2024

2. Endorse the Establishment of a ‘Friends of Camden Head Lookout’ volunteer group and proceed to establish the group by November 2024

3. Immediately proceed to undertake ‘preliminary works’ to tidy up the site as noted in this Report.

4. Adopt for the purposes as a starting point, the Individual Stakeholder Proposed Master Plan, to be further developed by the ‘Friends of Camden Head Lookout’ to be presented to Council for adoption, including a detailed scope of medium to long term works, project costings and likely legislated planning assessment pathway(s).

5. Thank submitters and advise them of the outcome of Council’s consideration of this matter.

6. Upon establishment of the ‘Friends of Camden Head Lookout’ group provide a Bi-Monthly Report to Council on the progress of the group development, preliminary works and progress towards the longer term works on the site.

Accordingly, a bi-monthly report on the group’s activities was listed as an item in Council’s cyclic reports. A February update was provided at the Ordinary Council meeting held on 20 February 2025 (Item 13.02), where Council resolved to:

That Council

1. Note the current activities supporting the establishment of the Friends of Camden Head Lookout

2. Request the Chief Executive Officer to ensure the consistent use, of the Council resolved name for this group as the Friends of Camden Head Lookout

This report provides information on group activities since the February update.

It should also be noted that since the last update, there have been reports of tree vandalism occurring onsite. These instances have been reported to Council and are being investigated.

Discussion

Following on from its first meeting with Council on 21 January 2025, the Friends of Camden Head Lookout Volunteer Group was provided with instruction as to the establishment of the group as an incorporated entity, securing public liability insurance and the requirements for the group to adhere to Council’s Code of Conduct and Workplace Safety requirements.

To provide more detailed guidance, an online meeting occurred on Wednesday 5 March 2025 and was attended by approximately 12 members of the group. Council attendees included the Director of Community, Planning and Environment; Group Manager Liveable Communities; Group Manager Governance; Health, Safety and Wellbeing Manager; Places & Spaces Manager; Community Activation Manager; and a Community Development Officer. An agenda for that meeting is available in Attachment 1.

The meeting objective was for the group to understand ways of working that comply with Council’s Code of Conduct and Work Health and Safety requirements and understand their obligations on how to work safely on the Council managed reserve.

An overview of the proposed scope of works was provided by the Community Development Officer which included specifics such as targeted weed control, planting of native species, general site maintenance and restrictions on the use of heavy machinery and chainsaws. The group was instructed that no work was to be carried out until a Memorandum of Understanding (MOU) was signed by both parties.

As previously determined, the Friends of Camden Head Lookout (FCHL) are part of Council’s official “Friends of” program. This program supports the care and stewardship of public reserves through community-led volunteer groups. Participation in the Friends group is informal, open to interested community members, and does not require payment of fees or a formal governance structure.

However, in line with Council’s Friends of Procedure, each group is required to establish their own incorporated body to ensure appropriate governance, accountability, and access to insurance coverage. This incorporated entity provides a structured mechanism for managing activities and liaising with Council under the MOU.

To meet this requirement, members of the FCHL have initiated the formation of an incorporated group and, on 30 January 2025, formally elected a committee comprising a Chairperson, Secretary and Site Supervisor. This committee is responsible for coordinating group activities, convening meetings, providing a key point of contact for Council, and reporting on group operations.

Importantly, the incorporated group does not replace the broader Friends group; rather, it serves as the formal governance arm that represents the interests of its members and ensures compliance with Council’s procedures. Once the incorporated group provides the necessary documentation, Council will finalise a Memorandum of Understanding (MOU). This will confirm the roles, responsibilities, and scope of approved volunteer activities within the Camden Head Lookout Reserve.

It should also be noted that while participation in the Friends group is free, there are fees associated with establishing an incorporated association through NSW Fair Trading. These include a one-time incorporation fee (currently $199 as of 2025) and annual reporting obligations. These costs are typically borne by the group.

Council indicated the next steps was for the newly formed independent committee is to provide:

· notification of when the committee has received approval from with NSW Fair Trading as an incorporated entity

· provide quotes for public liability insurance for the committee

Once these actions are complete, a draft MOU between Council and the Friends of Camden Head Lookout committee will be developed to formalise and guide the Friends of Group’s working arrangements. The group was informed that compliance with the Code of Conduct and working safely is extremely important and any non-compliance could result in termination of the MOU.

The Friends of Camden Head Lookout Committee Secretary provided an update as follows:

· The committee was to approve its constitution in a follow-up meeting on 10 March 2025.

· The committee was wanting to begin Stage 2 works; however, they were informed that these works could not commence as there is additional work required from an approvals perspective and this could only be discussed once the MOU is signed.

· The committee was to write to Council to clarify the name “Friends of Camden Head Lookout” as they believed it to be inaccurate. Council is yet to receive to this correspondence from the committee.

The Committee requested:

· All communication to go through the committee Secretary

· Direct communication to be supported between the Site Manager and Council’s Places & Spaces Manager

· To have access to water to irrigate the site when ready and a tap key was suggested as a solution

There are no plans for a further meeting until the committee has finalised its incorporated entity status and public liability insurance.

On 31 March, the committee provided a summary of activities for March:

1. The second meeting of the members (independent of Council) was held on 10 March 2025 and resolved the following:

a. The meeting approved the draft Constitution which will enable registration and incorporation of the group with NSW Fair Trading; and

b. the meeting approved the draft Mission Statement

2. An application for registration of an incorporated association was lodged with NSW Fair Trading. Dialogue with Fair Trading continues, and the committee is awaiting registration.

In its summary of activities, the committee again sought clarification on when Stage 1 works would be completed, the commencement of Stage 2 works and receipt of a program of works. The group was previously informed that no works would commence until the MOU was signed.

The Stage 1 works that were to be completed by Council staff have now been finalised, with one outstanding item being the turfing on areas of erosion which will be completed once the Friends of Camden Head Lookout MOU is finalised.

Options

This is a report for Council’s notation only.

Community Engagement and Internal Consultation

Internal consultation occurred with:

· Director, Community, Planning & Engagement

· Group Manager, Liveable Communities

· Group Manager, Governance

· Health and Safety & Wellbeing Manager

· Places & Spaces Manager

· Community Activation Manager

· Environmental & Regulatory Services team

· Community Activation team

External engagement occurred with members of the Friends of Camden Head Lookout and attendees from the previous January 2025 meeting including representatives from Landcare and the local Camden Head Lookout community.

Planning and Policy Implications

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

Financial and Economic Implications

Council may be required to fund the group insurance payment for its first year of operation. Council may also be required to supply the group with PPE as required under Council’s safety guidelines. It is intended to fund PPE requirements (up to $2000) and the group’s first year of Public Liability Insurance (up to $1500) through the Operational Budget volunteer allocation.

Attachments

1. Friends Of Camden Head Lookout agenda March 2025

Item: 11.09

Subject: Hastings Youth Voice Review

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

2.2.1 Support and advocate for all community sectors.

RECOMMENDATION

That Council:

1. Note the outcomes of the review of the Hastings Youth Voice (HYV) Charter.

2. Continue operation of the Hastings Youth Voice with a focus on increased engagement with youth via social media and connecting youth with Council, with expanded representation to include post-school youth (aged 17–25), and seek expressions of interest to fill vacancies.

3. Endorse the development of a co-designed “Meet your Councillors” program for future consideration and potential funding.

4. Support the creation of a youth-led social media working group, supported and moderated by Council staff, to improve youth-targeted communication.

5. Note that a six-monthly staff-prepared update on HYV membership and outcomes will be maintained as part of Council’s reporting cycle.

Executive Summary

Council adopted the Hastings Youth Voice Charter (Attachment 1) on 15 September 2022 and representatives were appointed in May 2023. Councillors received the Hastings Youth Voice outcomes report at the 18 July 2024 Ordinary Council meeting (Item 11.03) outlining their achievements and future priorities.

A Notice of Motion was received at the 20 February 2025 Ordinary Council meeting, where Council resolved (Item 11.13) as follows:

That Council:

1. Undertake a review of the Hastings Youth Voice Charter in collaboration with Hastings Youth Voice.

2. That the charter review:

a. Consider mechanisms to increase opportunities for Hastings Youth Voice to have input into critical Council planning and decision-making, for example briefing Hastings Youth Voice members on potentially relevant strategies and plans as put to public exhibition.

b. Consider mechanisms for Hastings Youth Voice to communicate directly with the governing body, including but not limited to appointment of a Councillor to the Hastings Youth Voice, semi-regular attendance of a Councillor at meetings, or quarterly presentation to Councillors in form preferred by the Hastings Youth Voice.

c. Consider maintaining a six-monthly report that permits updates on membership, to be prepared by staff.

d. Include requesting feedback from former members.

3. Provide a further report to Council in April 2025 following completion of the review of the Charter.

4. That the report in Clause 3 include the response of Hastings Youth Voice in relation to each of the mechanisms requested for consideration in clause 2a and 2b.

In response to the February 2025 resolution, a community-wide Youth Engagement Survey was undertaken. The Survey was advertised on Council’s Have Your Say webpage and through direct mail to youth agencies, youth groups, high schools, colleges and tertiary education providers. The Survey opened on 13 March and closed on 26 March 2025. A total of 81 responses were received.

An online focus group was held on 24 March 2025 with a focus group of 12 representatives from Hastings Youth Voice, Headspace Youth Reference Group, Enable disability reference group, and Student Representative Council nominees from five local high schools.

The survey and focus group asked if there was interest in a future Youth Advisory Council; Hastings Youth Voice, how best to reach young people online and in person, and consultation styles and topics of interest for youth, that would draw young people into Council’s decision-making processes.

Response to Resolution Clauses 2a and 2b

Clause 2a: Mechanisms to increase input into planning and decision-making

Participants indicated interest in:

· Being briefed via online polls and social media stories on major strategies and issues

· Contributing to public space design, mental health initiatives, safety and crime prevention, and youth-specific events

In response Council staff propose:

· Creation of a process to flag and brief Hastings Youth Voice (HYV) on relevant strategies going to exhibition

· Including youth members in co-design workshops or panels for youth-relevant strategies

Clause 2b: Mechanisms for communication with the governing body

Participants supported:

· Councillors attending youth events (in a more informal and relatable way)

· Creating a “Meet your Councillors” program co-designed with youth

In response Council staff propose:

· Co-designing a quarterly Councillor-youth engagement model to be submitted to Council for endorsement

· Inviting Councillors to attend one HYV meeting per quarter

· Exploring options for Councillor liaison roles or a youth advisory presentation to Council (either in writing or in-person) on a semi-regular basis

Key Findings

The main themes expressed in survey responses and at the focus group youth meeting are summarised below.

How we (youth) want to engage:

· Social media (Instagram top scorer)

· Online surveys and polls

· In person meetings at schools and campuses

· Regular check ins

Youth-styled engagement:

· Projects need to be more relatable to youth

· Only reach out on the topics of interest to us (youth events, crime, safety, mental & sexual health, and safe young adult-tailored recreation and public spaces).

Councillor connection:

The focus group in particular want interactions with Councillors, especially if they came to their school/campus and youth events to show their fun, human side.

In response to feedback, it is also recommended that current Hastings Youth Voice members (aged 15–17) be reconvened, and expressions of interest be sought from the 24 March 2025 focus group to fill any vacant positions, aiming to improve diversity (location, gender) and include post-school representatives (17–25 years).

It is also recommended to:

· Develop a youth-led social media presence for Hastings Youth Voice

· Co-design a “Meet your Councillors” program with members, to be submitted to Council for consideration and funding.

Feedback from the Youth Engagement Survey and focus group highlighted a common perception among young people that they are not fully aware of Council’s role or how Council decisions are made. Additionally, a recurring theme was the belief that “nothing ever changes,” even when young people participate or provide feedback. These insights point to a disconnect between engagement efforts and visible outcomes, suggesting that young people are not always seeing how their voices influence Council decisions. Addressing these perceptions will be critical to building trust and encouraging future participation.

Accordingly, the recommendations include strategies to close the feedback loop, improve transparency, and clearly demonstrate how youth input is considered in Council planning and decision-making. Including the “Meet your Councillors” program and a dedicated youth led social media approach. Full details of the insights from the review are available in Attachment 2.

Discussion

In response to the Council resolution from 20 February 2025 (Item 11.13), the Community Activation team led the review of the Hastings Youth Voice Charter which involved a “Youth Engagement Survey” located on the “Have Your Say” platform from 13 March to 26 March 2025. Additionally, an online focus group was held on Monday 24 March 2025.

The Youth Engagement Survey was promoted generally through Council’s existing social media platforms and through direct contact with previous Hastings Youth Voice members, youth groups and associated networks, high schools and Charles Stuart University (CSU) student connections.

The survey received 81 responses, and the average age of respondents was 17 years. The survey asked 12 questions and responses are summarised as follows.

Youth want to hear from Council via social media (49%) with the preferred social media platform being Instagram (72%). Youth believe the easiest way to share thoughts with Council was via online surveys or polls (79%). For in-person meetings community hubs were preferred (60%) and 46% of respondents would like to receive information monthly. Preferred times of contact were after school between 3pm-6pm (56%).

Survey respondents ranked the following issues in order of importance:

1. Mental health support and services

2. Nature and sustainability initiatives

3. Youth spaces and places

4. Youth voice in decisions

5. Help with jobs and career

6. Events and things to do

Council can do better by involving youth in decision-making on youth related issues, more youth-led events, input into planning public spaces and improving social media content. Reasons for youth not being more involved in Council were “I don’t really know what Council does” (31%) and “nothing every changes so why bother” (28%).

When asked about willingness to join a youth advisory group:

· 10% were keen to be part of a youth advisory group

· 37% may be interested with more information

· 21% were not interested but would like to be updated with regular information

· 32% were not interested in being part of a youth advisory group

From this feedback potentially 47% of respondents were positive about involvement with a youth advisory group such as Hastings Youth Voice and a further 21% were interested in maintaining contact with Council.

The focus group was an online Teams meeting conducted at 4.30pm on Monday 24 March 2025. Twelve youth participants attended the focus group including representatives from Hastings Youth Voice (HYV), Headspace, Hastings Secondary College, Newman College, St Jospeh’s Regional College and Wauchope High School.

The focus group discussion provided an opportunity to discuss with four HYV former members regarding what worked well and what needed improvement. About HYV, they said:

· “Provides opportunities to work with Council and do things better”

· “I enjoyed all the events but communication out to the youth community was hard”

· “It was a good opportunity to develop leadership skills”

· “It was good to attend events like Pineapple and Luminosity where you could engage with and help the community”

The group discussed Council’s social media profile and indicated that it was not engaging for youth and there are apps and software that can be used to make digital content more attractive and engaging.

Typically, Council social media content was perceived as “boring” but there could be a way of making it more interesting to youth. For example, relating road issues to 17–18-year-olds who have just got their licence and adapting the issue to a youth perspective.

It was suggested to bring a group together to generate youth-focused social media content, using the trends that young people relate to and keeping content precise and to the point. It was expected that content would still need to be moderated by Council staff. Three participants indicated they would be interested in being part of that group.

Word of mouth was identified as an important mechanism, with participants agreeing that social media is primarily used for entertainment purposes, any important news is usually communicated in-person. Council could select individuals or a group within a school that could act as Council spokespeople that would enjoy the responsibility. All agreed they generally do not engage with paid social media advertising.

The discussion also included communication with Councillors. General thoughts from the group were as follows:

· “They need to come down to our level”

· “The only time we see them is a formal event, how about at an event that is more fun for us?”

· “We want to see the human side of them”

The focus group discussed youth issues important to them. These were mental health, drugs, alcohol, sexual health, social isolation, crime because of boredom, cost of living, public safety, transport, environmental issues. The group was generally supportive of Council having a youth advisory group.

In conclusion, key perspectives of youth were that social media was the preferred method of hearing information from Council, although the approach to messaging could be more targeted at youth. Instagram was the preferred social media platform.

In co-designing a group, respondents requested that it be diverse and inclusive, fun and welcoming, action-based, youth-led and there were informal, relatable connections with Councillors.

Six-monthly Reporting
To support accountability and maintain visibility of the group’s activities, Council staff will continue to prepare a six-monthly report providing updates on Hastings Youth Voice membership, priorities, and achievements.

Feedback from Former Members
Feedback was sought from four former HYV members during the 24 March 2025 focus group. Former members shared positive reflections on the leadership and engagement opportunities provided, as well as feedback on areas for improvement including broader youth communication.

Options

Council may choose to:

1. Accept the recommendations of the report

2. Accept the recommendations of the report and adopt additional actions

3. Reject the recommendations of the report and adopt a different course of action

4. Reject the recommendations of the report and take no further action.

The report recommends Option 1.

Community Engagement and Internal Consultation

The engagement approach involved creating a safe, inclusive, and accessible environment where young people felt comfortable sharing their thoughts and experiences. Completion of the survey and attendance at the focus group included direct promotion to the following groups:

· Hastings Youth Voice

· Headspace Youth Reference Group

· CSU Student Council and Residence

· TAFE

· High Schools

· Mission Australia

· Colleges

· PCYC

· Hastings Youth Network (service agencies)

· PMHC Young Citizen of the Year 2025

· Hastings Homeless Collective

· Participants of PMHC School Holiday Events

These opportunities for engagement included individual and group conversations and online promotion through the “Have Your Say” page and social media platforms Facebook, Instagram and Linkedin. See Attachment 3 for a report on Facebook and Instagram statistics.

The Facebook content, posted on 19 March, had an 82% higher engagement rate than other content, with 3060 impressions and a reach of 2930. The post attracted 37 engagements, comprising 18 reactions, 4 comments and 15 shares.

The Instagram content, posted on 19 March, had a 92.6% higher engagement rate than other content, with 486 impressions and a reach of 402. The post attracted 25 engagements, comprising 17 reactions, 5 comments and 1 share.

The Linkedin content, posted on 17 March, had 655 impressions reaching 283 members and attracted 10 comments and 2 shares.

The Youth Engagement survey (opened from Thursday 13 March until Wednesday 26 March) served as a broad-reaching tool to gather quantitative data on key topics requested by the Council resolution, ensuring diverse youth voices are captured.

To complement the survey, the online focus group (24 March) provided an opportunity for deeper discussion, allowing participants to elaborate on their perspectives, clarify survey findings, and explore solutions collaboratively.

To maximise engagement, the process was youth-centred and used clear, relatable language. Additionally, awareness efforts leveraged social media, schools, and youth organisations to ensure broad and representative participation. The approach prioritised active listening, valuing youth contributions, and demonstrating how their input will influence decision-making.

Planning and Policy Implications

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

Financial and Economic Implications

Funding may be required for the ‘Meet your Councillors’ program. There is no funding for this activity in current budgets.

Attachments

1. Hastings Youth Voice Charter

2. Youth Engagement Report

3. Youth engagement social media report

AGENDA Ordinary Council

17/04/2025

Item: 13.03

Subject: Post Exhibition Report - Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2025

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

4.5.2 Plan for infrastructure that supports population growth.

RECOMMENDATION

That Council:

1. Note the information provided in respect of the revised draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2025

2. Endorse the revised draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2025 for further exhibition with the Plan to be placed on public exhibition for a period of not less than 28 days in accordance with legislative requirements and Council’s Community Participation Plan.

3. Receive a report back to Council following the public exhibition.

Executive Summary

The Ordinary Council Meeting held on 20 June 2024 included a Council resolution on Item 13.06 - Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2024 as follows:

That Council:

1. Note the Information in the Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2024 Report.

2. Endorse the draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2024 to be placed on public exhibition for a minimum of 28 days in accordance with legislative requirements and Council’s Community Participation Plan.

3. Receive a report back to Council following the public exhibition

The purpose of this report is to present an update regarding the draft Local Infrastructure Contributions Plan (draft Plan). The draft Plan was publicly exhibited from 14 October 2024 to 22 November 2024. Council received six (6) formal submissions from various stakeholders during exhibition. These submissions were extensive, detailed and provided in-depth insights and feedback that required significant analysis by staff to integrate meaningful improvements into the draft Plan.

In addition to reviewing the public submissions, Council staff sought an external peer review of the draft Plan by engaging a specialised independent consultant known for expertise in infrastructure planning and contributions. This peer review provided critical evaluations and recommendations that further enhanced the draft Plan. As a result, the revised draft Plan (Attachment 1) has had substantial amendments compared to the version initially publicly exhibited. These changes effectively address the feedback received, incorporate the consultant's recommendations, update work schedule items and responds to emergent information since the original draft.

Considering the materiality of the alterations made to the revised draft Plan, it is considered appropriate to re-exhibit the draft Plan for an additional 28 days. This extended exhibition period will facilitate further public engagement, ensuring that all community voices are provided an opportunity, and that the final draft Plan reflects a well-informed discussion on the amendments.

Discussion

At the Ordinary Council Meeting held on 20 June 2024 (Item 13.06), it was resolved:

That Council:

1. Note the Information in the Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2024 Report.

3. Receive a report back to Council following the public exhibition.

The draft Local Infrastructure Contributions Plan was publicly exhibited from 14 October 2025 to 22 November 2024. The public exhibition was co-ordinated with the draft Development Servicing Plan given the similarity in stakeholder groups and interests. This dual exhibition aimed to provide stakeholders with a comprehensive understanding of both documents and their potential impacts on the community and development.

Stakeholders expressed strong support for the development of a new contributions plan and the intent to replace the existing 15 plans. The earliest of the existing Development Contribution Plans is dated 1993. Many stakeholders acknowledged the issues with the age of these plans and emphasised the importance of updating them to reflect contemporary needs, economic conditions, and growth projections.

Although stakeholders holistically support the Plan, stakeholders identified some areas for improvement within the draft plan in the submissions. These included opinions about non-compliance with established guidelines, a perceived lack of peer review processes, and some minor ambiguity in the presentation of key information. One detailed request from one industry stakeholder was for the Council to engage in further peer review, to re-exhibit the plan for additional public input, and to ensure that it incorporated vital infrastructure projects essential for facilitating housing delivery and aligning with local planning priorities.

Detailed concerns and suggestions raised during the submissions period have been thoroughly addressed in the Community Engagement and Internal Consultation section below and attached (Attachment 5).

In response to the feedback received, Council sought an independent peer review from a qualified external consultant. This review affirmed that, overall, the draft plan was consistent with relevant legislation and guidelines, however, it highlighted several areas for improvement and clarity, some of which aligned with stakeholder input.

As a direct outcome of the community feedback and the peer review findings, the draft plan has undergone revisions aimed at improving its clarity, readability, and overall interpretability. Some information has been relocated to appendices, allowing for a more organised and simpler presentation, and has been expanded to include detailed explanations of apportionment, nexus considerations, and the mechanisms for administering the plan for stakeholder clarity.

Additionally, the works schedule has been revised, incorporating new items where appropriate and aligned with Council strategies to support forecast growth. Enhanced information, including specific cost estimates where available, has been included to facilitate better financial planning and transparency. Some project items have been reassigned to alternate categories based on review of stakeholder feedback, and more detailed descriptions of the works have been drafted to improve community understanding and assist with effective implementation by Council staff.

In line with the comprehensive feedback received, Council staff have engaged a Local infrastructure Contributions specialist consultant (GLN Planning) to undertake an independent peer review, which resulted in several changes to the revised draft. Therefore, it is recommended that this revised draft be re-exhibited, in compliance with the established legislative requirements to ensure continued stakeholder engagement, input and visibility of all the community into the materiality of the changes.

Options

Council’s options are as follows:

1. Adopt the Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan or

2. Re-exhibit the Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan as recommended or

3. Further amend the Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan or

4. Resolve in some other manner.

This report recommends option 2 due to the material differences between the revised plan and the draft plan that was previously exhibited. To ensure compliance with legislative requirements, it is recommended to conduct an exhibition period of at least 28 days. This re-exhibition will allow for community visibility to the amendments and mitigate potential reputational risks for the Council.

Furthermore, it acknowledges and aligns with the expectations of both the community and industry stakeholders, fostering greater transparency and participation in the decision-making process.

Community Engagement and Internal Consultation

Internal Consultation

Significant internal consultation has been undertaken with the following teams and divisions of Council:

· Community Infrastructure

· Community Utilities

· Liveable Communities

· Development Assessment

External Consultation

A total of nineteen (19) industry stakeholders participated in a 1.5-hour information session conducted at the Council Chambers. This session was facilitated by key staff members and subject matter experts from the Strategy, Community Engagement and Community Utilities groups, who led an in-depth discussion and addressed a variety of questions raised by the attendees.

The primary objective of the session was to equip stakeholders with detailed information regarding ongoing initiatives, address any concerns they may have, and collect valuable feedback in a workshop environment that could aid in refining the decision-making process.

The communication efforts were strategically aimed at industry stakeholders specifically within the building, planning, and development sectors. This group included individuals who had previously submitted comments or actively engaged in strategic planning activities. The sessions were attended by other Council’s seeking advice from staff on the PMHC Development Contributions Framework and the draft Local Infrastructure Contributions Plan. To enhance awareness and encourage participation, we employed a series of targeted e-newsletters, which included:

· Have Your Say

· Development and Construction Industry

· Economic Development Matters

Submissions

Name	Submission Summary	Response/Comment
Transport for NSW	The Health and Education Precinct (HEP) connection to the Jindalee Road industrial area has not been included in this draft plan. This connection is a key component for the Wrights Road / John Oxley Drive project and wider HEP development. Consideration to inclusion of this connection in the LICP is recommended.	The HEP links are essential to support the growth of HEP. When the previous draft plan was presented, cost estimates for this project were not available. Now that they are available, they have been included in a staged format.
Individual	Highlights concerns over the significant reduction in the works schedule, which may result in insufficient funding for some projects included in previous plans but excluded in the draft. Suggests revising apportionment for items like the Thrumster Sports Fields to account for previous contributions, either by: Extending apportionment over a longer time frame, or isolating previously collected contributions and aligning them with future apportionments. Notes the limited inclusion of completed works for recoupment funding and suggests additional projects could qualify. Recommends using traffic studies to determine future road works apportionment, which could result in increased funding compared to population-based apportionment.	The work schedule items in the existing plans outline an unrealistic number of tasks, with inadequate cost estimations and descriptions. They do not align with Council's capital work priorities and, in some cases, do not appear to relate to new developments. A more realistic work schedule that aligns with the Council’s capital works program and new developments is preferred. The costs and apportionment for the Thrumster sporting fields have been reviewed and updated accordingly. The apportionment has been extended over a longer timeframe, and items that have sufficient justification have been incorporated into the draft plan with the relevant apportionment rates. Where traffic studies are available, they have been utilised.
King and Campbell General	The Draft LICP does not demonstrate compliance with the Environmental Planning and Assessment Regulation 2021 (EPA Reg) or the relevant Practice Notes for s7.11 and s7.12 contribution plans. It is noted that the Draft LICP lacks peer review and has not been scrutinised sufficiently against these regulations and guidelines. The Draft LICP is poorly presented, contains numerous errors, and does not follow the recommended structure outlined in the Practice Notes. If adopted as is, the Draft LICP could lead to: - Significant administrative challenges for Council and the development industry. - A lack of infrastructure funding. - Errors in indexation and calculation of contributions. - Potential validity challenges under Section 7.20(3) of the Environmental Planning and Assessment Act 1979 (EP&A Act). - Increased uncertainty for the development industry compared to the current contributions system. It is strongly recommended that the Draft LICP undergo further peer review and amendments to ensure alignment with the EP&A Reg and Practice Notes, followed by re-exhibition for public review.	The peer review confirmed that the draft plan generally complies with relevant legislation and practice guidelines. However, Council staff have made additional changes to enhance compliance and improve administrative processes. The draft LICP has now completed the peer review process. Changes have been made to its structure and presentation to enhance readability. The indexation calculation has been reviewed and is accurate. The draft LICP has undergone a peer review several times throughout its development and has been revised based on the recommendations from these specialist reviews.
King and Campbell on behalf of St. Vincent’s Foundation	The subject land, comprising 7.33 hectares of R1 General Residential zoned land, is suitable for development consistent with the zone. Notes that the Local Housing Delivery Plan anticipates the need for key infrastructure, such as road and intersection upgrades, ahead of housing delivery, with many projects required within the 2036 planning horizon of the Draft Local Infrastructure Contributions Plan. Highlights that the proposed upgrade of the Ocean Drive and Bonny View Drive intersection, identified in the Local Housing Delivery Plan, is omitted from the Works Schedule in Appendix B of the Draft Local Infrastructure Contributions Plan. Requests that Council include the upgrade of the Ocean Drive and Bonny View Drive intersection in the contributions plan to align with the housing delivery and infrastructure needs outlined in the Local Housing Delivery Plan.	At this stage, it is important to note that this project has not yet undergone a cost analysis. It is likely interconnected with the infrastructure needs of adjacent land, suggesting that it may be more effectively managed as a condition of consent during the planning process. As we move forward with the West Bonny Hills structure plan, which aims to comprehensively outline the future development of the area, a clearer understanding of the associated infrastructure costs will emerge. Based on these findings, it may become necessary to revise and update the works schedule to ensure alignment with the infrastructure requirements and timelines identified in the planning phase. The Plan has a periodic review in the Framework to ensure at the appropriate time these items are considered for inclusion.
King and Campbell on behalf of Jindalee Sancrox	Request for the inclusion of three key infrastructure projects in the Draft Local Infrastructure Contributions Plan (LICP) to support housing delivery in the Fernbank Creek Investigation Area: - Fernbank Creek Road Upgrade - Hastings River Drive & Fernbank Creek Road Intersection Upgrade - Hastings River Drive Upgrade These projects are critical for enabling housing development within the 2036 planning horizon and ensuring infrastructure supports the delivery of over 16,000 dwellings as outlined in the Local Housing Delivery Plan. The Thrumster Street extension is already included in the draft plan, but the requested upgrades are not and are expected to be required in line with the Fernbank Creek & Sancrox Structure Plan and the Thrumster Wastewater Treatment Plant. Inclusion of these infrastructure projects is essential to meet housing targets and effectively manage the growth of the Fernbank Creek precinct.	The Council has not yet finalised the Structure Plan for the Fernbank Creek and Sancrox areas. In conjunction with this, the Council is actively developing a comprehensive transport plan that aims to assess and address the transport needs within the region. This transport plan will include detailed cost estimates for necessary infrastructure improvements, such as roads, public transport facilities, and pedestrian pathways. As a result, the findings may necessitate either an update to the existing works schedule or the creation of a new strategic plan tailored specifically for this area to ensure that all infrastructure developments align with the forecast growth and needs of the community.
Hopkins	The following adjustment is seen as unreasonable and inequitable. - Proposed decreases for Port Macquarie ($12,345) and Innes Peninsula ($11,454). Increases in Camden Haven and Lake Cathie of $8,896 for four-bedroom homes, disproportionately impacting greenfield areas dominated by first-home buyers. Several items in Appendix B are deemed to benefit primarily Port Macquarie and not the broader LGA: • TR-05: Shared path corridor through Port Macquarie. • TR-10: Active transport connections (footpaths/cycleways). • OSRR: Aquatic facility (limited accessibility for other towns like Bonny Hills and Wauchope). • PDR-02: Port CBD Civic Masterplan works, unlikely to benefit outlying towns. For the Camden Haven catchment the following items appear to have been copied from outdated Area 15 Roads Plan require review and updates: • TCH-02: Intersection signalisation at Lake Ridge Drive. • TCH-03: Intersection upgrade at Mountain View Road. • TCH-04: Road upgrades with incorrect DP references. • TCH-05: Road links with outdated descriptions and lot numbers. Thrumster/Sancrox/Fernbank Projects: • Staging proposed for TTSF-01 Thrumster Street extension to align with growth priorities. TTSF-06 Thrumster Street upgrades should consider council land developments at Partridge Creek and be reassessed in light of approved DAs. Active Transport Costs: • High costs for footpaths ($15 million) are disproportionate to their benefits as only 7% of trips are non-vehicular. • Suggest focusing more on road infrastructure given long-term neglect. Deferred Contributions Payments: • Should provide more certainty and equity, especially for developers of high-density housing. • Contributions payable before settlement create financial challenges for pre-sales. Public Parking: • Proposed increase in public parking rates to $35,000 is significant, combining Port Macquarie CBD ($27,458) and Gordon Street ($11,726). • Concern raised about collected funds not resulting in new car parking projects, as Appendix B lacks any such initiatives.	The charges have been reviewed and revised as necessary. In greenfield areas, such as areas 13, 14 and 15 the charges have decreased, but they remain higher in comparison to established urban areas. This difference reflects the significant costs associated with delivering infrastructure in these greenfield locations. The following items have been removed from the regional plan and incorporated into the Port Macquarie catchment: - TR-05: Shared path corridor through Port Macquarie - TR-10: Active transport connections - PDR-02: Port CBD Civic Masterplan works, as they are unlikely to benefit outlying towns. The aquatic centre project is designed to serve as a regional facility for the entire Local Government Area (LGA) and has therefore been retained as a regional item. The Camden Haven projects have been reviewed and updated. At this stage, further breakdown of the Thrumster Street extension is not recommended. The costs associated with active transport projects reflect the actual expenses of delivering these initiatives. Deferred contributions have been maintained. It is important to note that peer reviews have suggested the removal of deferrals, as they pose an unnecessary risk to the Council. Proposed parking charges are aligned with the costs of providing parking facilities. Parking projects have been reviewed and included in the scheduled items.

Planning and Policy Implications

The draft Plan represents the most comprehensive review of Local Infrastructure Development Contributions ever undertaken by Council. It aims to repeal and replace 15 existing contributions plans, the oldest of which is dated 1993. The plans proposed for repeal and replacement include:

1. Port Macquarie-Hastings Administration Building Contributions Plan 2007

2. Section 94 Administration Levy Contributions Plan 2005

3. Port Macquarie-Hastings Contributions Plan 1993

4. Hastings Section 94 Major Roads Contribution Plan 2006

5. Hastings Section 94 Open Space Contributions Plan 2006

6. Port Macquarie-Hastings Council Open Space Contributions Plan 2018

7. Hastings River Drive Section 94 Contribution Plan for Traffic Facility Works 2006

8. Innes Peninsula Road Works s94 Contribution Plan, Port Macquarie-Hastings Council

9. Kings Creek Contributions Plan Version 2.5

10. Laurieton Walkway Contributions Plan

11. North Haven Neighbourhood Business Precinct Contributions Plan 2006

12. The Bains Dairy Contributions Plan 2006

13. Port Macquarie-Hastings Community, Cultural and Emergency Services Development Contributions Plan 2005

14. Port Macquarie-Hastings Council s94A Levy Contributions Plan 2007

15. S94 Local Roads Contributions Plan - Areas 13, 14 & 15 Port Macquarie-Hastings Council 2014

The existing 15 plans are cumbersome and present substantial challenges in their implementation, imposing heavy administrative burdens on Council staff. The complex nature of these plans creates challenges to the effective utilisation of the funds collected. As a result, these funds, while intended to enhance community infrastructure, may be misaligned with the Council’s strategic priorities due to a lack of clear schedule items that facilitate their application.

Notably, apart from the 2018 Open Space Plan, these legacy plans lack integration and do not align well with Council's comprehensive capital works program or its Long Term Financial Plan.

Through the application of the principles of the Development Contributions Framework, the draft Plan aspires to create a robust model for sustainable funding sources dedicated to infrastructure delivery. This framework is designed to ensure seamless alignment with Council’s integrated planning and reporting structure. By simplifying administrative processes and enhancing the clarity of funding allocation, the model aims to foster greater transparency and efficiency, ultimately building a framework that supports the delivery of priority infrastructure that supports growth.

Through the principles based, comprehensive and holistic review, the draft Plan aims to not just maintain, but actively improve the community infrastructure to meet the evolving needs of its population.

Financial and Economic Implications

The draft Plan is designed to collect a total of $249,698,407 in contributions over its implementation period. This funding will facilitate the execution of projects worth approximately $662,427,863. In addition, the plan permits the allocation of existing levied contributions, amounting to $82,600,660, to finance the proposed initiatives.

However, there remains a substantial funding gap of $330,128,796 that will require alternative funding sources to be secured throughout the plan's duration.

Comparison to Current Rates

The table below details how the contributions rates have changed from those within the previous and/or current plans.

	Current Charges	Proposed Charges	Change
Sub-catchment	Per Lot/Dwelling	Per Lot/Dwelling	Change Per Lot/Dwelling
Port Macquarie	$23,775 (20,000 Cap)	$17,004 (20,000 Cap)	-$6,771
Innes Peninsula	$26,780 (30,000 Cap)	$17,004 (30,000 Cap)	-$9,776
Thrumster	$33,343 (30,000 Cap)	$27,945 (30,000 Cap)	-$5,398
Sancrox	$24,124 (20,000 Cap)	$27,945 (20,000 Cap)	$3,821
Wauchope	$22,815 (20,000 Cap)	$23,230 (20,000 Cap)	$415
Yippin Creek	$22,815 (20,000 Cap)	$23,230 (20,000 Cap)	$415
Area 14	$32,848 (30,000 Cap)	$28,882 (30,000 Cap)	-$3,966
Lake Cathie/Bonny Hills (excl. Area 14)	$23,761 (20,000 Cap)	$28,882 (20,000 Cap)	$5,121
Area 15	$32,289 (30,000 Cap)	$28,970 (30,000 Cap)	-$3,319
Camden Haven (excl. Area 15)	$25,024 (20,000 Cap)	$28,970 (20,000 Cap)	$3,946
King Creek	$32,201 (Uncapped)	$23,230 (Uncapped)	-$8,971
Rural	$20,292 (20,000 Cap)	$7,707 (20,000 Cap)	-$12,585

*Highlighted boxes denotes where charges have reached the applicable cap.

The summary above indicates that most catchments will experience a decline in charges under the draft Plan. However, increases are expected in Sancrox, Lake Cathie/Bonny Hills, and the Camden Haven. This situation arises primarily from the increased cost of servicing these areas relatively. The standardisation of catchments leads to fewer administrative elements and variation in charges but delivers more transparent data. This results in the comparison table not comparing the same area data but is rather indicative of the change for the aggregated areas. It is noted that standardisation of catchments limits variability in charging for both existing and new areas but reduces administrative burden for Council with a categorical approach rather than many bespoke areas. This results in a much more efficient and effective plan.

The areas that the charges exceed the legislative cap result in the lesser of the cap or the proposed charge being applied, where that applies in the Plan. Specific contribution caps are established by the NSW Government for land identified within the draft Plan. These caps impose limitations on the amounts that can be charged for infrastructure contributions associated with residential development. The rationale behind these caps is to ensure that new developments remain financially viable while still providing essential infrastructure necessary for community growth. Under the guidelines of this plan, a maximum charge of $20,000 per dwelling or per lot is permitted for developments. It is important to note that certain areas may have variations to this cap. For detailed information, please refer to the draft Plan (Attachment 1).

"Cap loss" refers to the potential revenue loss that may occur due to the imposition of these caps. For instance, if the actual costs incurred for required infrastructure exceed the established capped amounts, local governments may encounter a revenue shortfall. This shortfall could critically impact capacity to fund and maintain infrastructure and services, such as transportation, parks, and community facilities.

Forecasts indicate that approximately 80% of developments within the Camden Haven and Lake Cathie/Bonny Hills regions will occur in areas with a $30,000 cap. Additionally, it is anticipated that 90% of growth within the Thrumster/Sancrox catchment will occur in these capped regions. Overall, the estimated cap loss over the lifespan of this plan is around $12 million, with over 50% of this loss expected to arise from the Yippin Creek growth area. Consequently, it is staff’s intention to explore various options to increase the contributions cap in this specific location as the planning evolves.

Furthermore, as more growth areas are identified and designated for future development, it is prudent for the Council to investigate innovative and sustainable funding models for infrastructure. This exploration may require adjustments and amendments to the existing plan to ensure that both current and future infrastructure needs are effectively met while supporting economic growth in the region and is supported by the review principles of the Development Contributions Framework.

Attachments

1. Draft Port Macquarie-Hastings Local Infrastructure Contributions Plan 2025

2. Draft LICP Appendix A - Apportionment and Nexus

3. Draft LICP Appendix B - Works Schedule and Infrastructure Costs

4. Draft LICP Appendix C - Maps

5. Community Engagement Report

AGENDA Ordinary Council

17/04/2025

Item: 13.04

Subject: Policy Review - Development Contributions Assessment Policy - Post Exhibition Report

Presented by: Community, Planning and Environment, Melissa Watkins

Alignment with Delivery Program

4.5.2 Plan for infrastructure that supports population growth.

RECOMMENDATION

That Council:

1. Determine to publicly exhibit the proposal to repeal the Development Contributions Assessment Policy upon commencement of the new Local Infrastructure Contributions Plan for a period of not less than 28 days

2. Note that a further report will be tabled after the public exhibition period, detailing any submissions received from the public during the exhibition period.

Executive Summary

The Ordinary Council meeting held on 21 March 2024 included a Council resolution on Item 13.02 as follows:

That Council:

1. Publicly exhibit the revised draft Development Contributions Assessment Policy for a period of not less than 28 days.

2. Note that a further report will be tabled at the June 2024 meeting of Council after the public exhibition period, detailing any submissions received from the public during the exhibition period.

The draft Development Contributions Assessment Policy (draft Policy) was on public exhibition from 28 March 2024 to 29 April 2024. No formal submissions were received specifically on this policy. There were some submissions on other Strategy matters that included comments on the policy and internal stakeholders provided feedback.

The report referred to in the 21 March 2024 Council resolution, Policy Review - Development Contributions Assessment Report - Post Exhibition was presented to Council at the Ordinary Council Meeting of 20 June 2024.

The Ordinary Council meeting held on 20 June 2024 included a Council resolution on Item 13.02 as follows:

That Council defer consideration of the Development Contributions Administration Policy, pending the outcome of the engagement on the draft Development Servicing Plan, scheduled to be presented to Council in July 2024, for endorsement to commence public exhibition.

On 8 July 2024, the Council included the draft Policy in the exhibition materials for the draft DSP given the relationship between the two documents. Following a notification period from 1 October 2024 to 11 October 2024, the draft Policy, draft Local Infrastructure Contributions Plan (draft LICP), and draft DSP were exhibited from 14 October 2024 to 22 November 2024.

No formal submissions were made on the draft Policy. Stakeholders did however note that the updates to the Draft Policy were consistent with changes to the draft LICP and draft DSP. Comments on the draft Policy were provided in two submissions related to the draft LICP and DSP, along with further internal feedback identifying the new plans drafting negate the need for the policy.

This report assesses the feedback received during the public exhibition and considers responses or amendments. After consulting with internal stakeholders and with the adoption of the draft DSP and given the lapse of time, it is recommended that the Development Contributions Assessment Policy be repealed, with its administrative requirements incorporated into the draft DSP and draft LICP noting that the draft LICP is the subject of a separate report on the April Council meeting agenda.

The Development Contributions Assessment Policy (the Policy) and information on the intent to repeal the Policy are recommended for public exhibition for at least 28 days. To support the exhibition of the Policy with concise and relevant information, the exhibition will include elements of the Development Servicing Plan and draft Local Infrastructure Contributions Plan as they relate to the repeal of this Policy. The relevant sections of the draft LICP and draft DSP are included in Attachment 4 and 5.

Discussion

At the Ordinary Council Meeting held on 21 March 2024 (Item 13.02), Council resolved as follows:

That Council:

1. Publicly exhibit the revised draft Development Contributions Assessment Policy for a period of not less than 28 days.

2. Note that a further report will be tabled at the June 2024 meeting of Council after the public exhibition period, detailing any submissions received from the public during the exhibition period.

Following Council resolution on 21 March 2024, the draft Development Contributions Assessment Policy was exhibited on Council’s Have Your Say Page for a period of 28 days, from 28 March 2024 to 29 April 2024. No submissions were received during this exhibition period. An Engagement Summary Report for the exhibition of the draft amended policy is provided within Attachment 2.

The draft Policy was exhibited with reference to the existing adopted Policy to ensure it was clear what changes were being proposed. The 21 March 2024 Council report included a table of key issues in the existing Policy and the draft Policy to assist with understanding of the changes.

The post exhibition report was presented at the Ordinary Council Meeting held on 20 June 2024 (Item 13.02), and Council resolved to:

The Ordinary Council Meeting held on 18 July 2024 included a resolution on Item 13.05 Draft Development Servicing Plan (DSP) 2024 - Public Exhibition as follows:

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.

Following a 10-business-day notification period, which took place from October 1 to October 11, 2024, the draft Policy was made available for public exhibition along with the draft Local Infrastructure Contributions Plan (draft LICP), and draft Development Servicing Plan (draft DSP) from 14 October 2024 to 22 November 2024. This exhibition lasted for a total of 30 days. During the exhibition period, no formal submissions were received from either the development industry or the general public. This can be attributed in part to stakeholders recognising that the revisions in the draft Policy effectively mirror the updates made to both the draft LICP and the draft DSP.

Nonetheless, two written submissions regarding the draft LICP and draft DSP included comments pertaining to the draft Policy. In addition to these submissions, feedback was also gathered from internal stakeholders, contributing to a detailed view of the implications of the Draft Policy. An Engagement Summary Report, which elaborates on the activities and feedback collected during the exhibition of the draft amended Policy, is included in Attachment 3. This report provides a detailed account of the issues raised in relation to the draft Policy, as identified in the two submissions, and these concerns are further addressed within this report.

The intent and benefit for administration procedures related to development contributions and developer charges to be explicitly incorporated into the respective documents have been supported through the drafting, the engagement and the public exhibition of the draft LICP and the DSP. These include:

1. An independent peer review of the draft LICP

2. A series of meetings with internal stakeholders. This measure aims to ensure that the administration procedures are relevant and tailored to the specific contexts of the draft LICP and draft DSP, in compliance with all applicable legislation and Practice Notes.

3. The incorporation of procedures to improve administrative efficiency and manage risk associated with development contributions.

4. Necessary legislative updates or regular reviews of the documents can be carried out on the draft LICP or DSP discretely, allowing for greater flexibility and responsiveness to changing regulations.

As the draft LICP and adopted DSP include the administrative procedures of this Policy, this Policy is now duplication of plans content and is recommended to be repealed. This Policy is recommended for re-exhibition, to inform the public that it is proposed to repeal this Policy and the reasons for that decision.

Options

Council has the option to:

1. Exhibit the Development Contributions Assessment Policy, notifying the public the Policy is to be repealed.

2. Request or make amendments to this Policy, noting this may delay exhibition.

3. Not adopt the recommendation and resolve in some other fashion.

This report recommends option 1, public exhibition of the proposal to repeal the Policy.

Community Engagement and Internal Consultation

Community Engagement

The public exhibition of the draft Policy, draft LICP and draft DSP was from 14 October 2024 to 22 November 2024 (30 days). No formal submissions were received however, comments on the draft Policy were provided in two submissions related to the draft LICP and draft DSP. The comments are summarised below:

Name	Hopkins Consultants
Submission Summary	Deferred contributions payments should have more certainty, be equitable in its application and be made available to support housing delivery. In some instances, finance is difficult to obtain and contributions payable prior to settlement adds significant burden to developers pre-sales. This is often a particularly acute issue for apartment development (high density) which is encouraged by Council in order to meet housing targets.
Response	The provision for the deferral of the payment of development contributions, clause 2.7, was first introduced into this Policy with the adoption of the amended DCAP at Council’s meeting of 16 July 2014. This clause allows the deferral of the payment of development contributions in relation to residential and rural residential subdivision, building works and other development not involving subdivision for a period of up to two years subject several provisions. If Council agrees to the deferral of the payment of development contributions the developer needs to enter into a deed of deferral. Since the inclusion this clause, the majority of developments utilising the deferral of the payment of development contributions are greenfield subdivisions. If Council supports the entering into a deed, the developer needs to pay the outstanding contributions prior to the sale of the lot and the outstanding contributions are to be secured by either: · bank guarantee; or · charge on land; or · caveat on each individual lot; or · voluntary planning agreement. The majority of deeds have utilised the registration of a caveat onto the title of each individual lot within the subdivision. The use of this clause has identified a risk to Council in the use of a caveat on the title of each lot as a security. If the developer does not pay the outstanding deferred development contributions within two years, Council has limited mechanisms to obtain the outstanding deferred development contributions. At present, there is $1,199,281.30 in deferred development contributions. Of this amount, $879,633.20 has been outstanding since 16 September 2023 and is associated with one development application. Due to the issues regarding non-payment of the deferred development contributions within the required timeframe and Council having limitations to collect those outstanding deferred development contributions, it is proposed to change the security to a bank guarantee only for the total development contributions amount plus 10% and reduce the timeframe from 2 years to 1 year. This has been reflected within the Draft LICP.
Name	King and Campbell
Submission Summary	Need for Policy questioned, as content covered within the recently adopted DSP and draft LICP. There should only be one document that details how to calculate development contributions or developer charges. Also, the contributions calculations within the DSP and draft LICP refers to equivalent persons not equivalent tenements as indicated in the DCAP.
Response	It is proposed to rescind / repeal this Policy as the administration provisions of this Policy are now included within the recently adopted DSP and draft LICP, making this Policy redundant.
Submission Summary	Amendments to Section 2.3 - Development of non-profit organisations, are not supported, specifically: · Council staff should maintain delegation to exempt contributions and charges, as reporting matters to Council will add time and holding costs to institutions that are already managing limited funds for projects. · limiting exemptions for not-for-profit developments on Council or other Government land only, is highly restrictive. Government and Council land is scarce and requires significant red tape to be overcome to allow development to occur on such land. The land ownership should not matter if the development is to be carried out by and operated by a not-for-profit institution proving a genuine essential community service.
Response	Only a variation to the exemptions in the draft LICP and DSP will be reported to Council. Compliance with the exemptions will be dealt with under staff delegation. The exemptions for not-for-profits organisations for development for the purpose of a community facility on Council or Government owned land is not altering within the draft LICP and DSP. The risk increases in terms of changes of use or ownership with non-Council and Government owned land, in which a new owner or lessee who is not a not-for-profit would benefit from contributions not paid for by a not-for-profit.

Internal Consultation

Internal consultation was undertaken with the following internal stakeholders:

· Utilities, Planning and Design.

· Development Assessment teams.

· Business and Performance Division.

· Community Infrastructure, Planning and Design.

· Development Assessment Team.

· Development Engineering Team.

· Natural Resources Management Team.

· Recreation and Community Team.

Planning and Policy Implications

As a consequence of the delays in this Policy being returned to Council for adoption and the progress of the DCP and draft LICP this revised Policy is become redundant. The adoption of the DSP and subsequent presentation of the draft LICP to the Ordinary Council Meeting of 17 April 2025 which contain the administration provisions of this Policy, make this Policy a duplication of information. The Policy is therefore recommended for public exhibition with an intent to rescind it, following the potential adoption of the draft LICP.

The incorporation of the administrative procedures within the DSP and draft LICP will ensure compliance with current legislation and Practice Notes.

Financial and Economic Implications

The repeal of this Policy and inclusion of the administrative procedures of this Policy into the DSP and draft LICP ensures that Council receives the development contributions and developer charges associated with development, so that these monies can be allocated to, and enable identified projects within the LGA to be constructed, providing positive financial and economic implications.

It is important to note that the recent revisions to the policy and procedural guidelines for the Development Servicing Plan (DSP) introduce new methodologies for calculating equivalent tenements (ETs). These methodologies are based on the guidance released by the Water Directorate. While most ET calculations will continue to align with the previous policy framework, there are cases where increases in these calculations are proposed.

These adjustments are designed to accurately reflect the demand that various land uses, particularly commercial enterprises, place on our water and sewer infrastructure systems. Such increases seek to ensure that the costs associated with providing these services are fairly distributed among users. However, it is important to thoroughly assess and consider the potential economic impacts that these elevated charges may impose on commercial land uses. Underestimating these impacts could lead to unintended consequences, such as diminished business viability or reduced investment in commercial properties. Therefore, a well-researched, balanced approach is needed to reconcile the necessity of infrastructure funding with the economic sustainability of commercial sectors.

Attachments

1. Current Development Contributions Assessment Policy

2. Public Exhbition March-April 2024 Have Your Say Engagement Summary Report

3. Public Exhbition October 2024 Have Your Say Engagement Summary Report

4. Draft LICP Appendix D - Administration Policy

5. DSP - Administration Procedure

AGENDA Ordinary Council

17/04/2025

Item: 13.06

Subject: Camden Haven River and Lakes System Flood Study 2025

Presented by: Community Infrastructure, Blayne West

Alignment with Delivery Program

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

RECOMMENDATION

That Council:

1. Place on public exhibition the Camden Haven River and Lakes Flood Systems Study 2025, commencing in May 2025 for a minimum of 28 days.

2. Request that a further report be tabled detailing the submissions received from the public during the exhibition period and any resulting changes to the Study.

Executive Summary

The Camden Haven River and Lakes Flood Systems Study 2025 was prepared by Worley Consulting and partly funded by Department of Climate Change Energy Environment and Water (DCCEEW), aims to extend previously adopted Flood Studies for the Camden Haven and Lakes catchment.

The study area covers approximately 650 km², including the Camden Haven River, plus major tributaries such as Black, Upsalls and McLeod Creeks. This extension was prompted by significant flooding in 2021 and increasing development pressures.

The Camden Haven River and Lakes Flood Systems Study 2025 involves a significant extension of Council’s existing flood mapping for the Camden Haven River catchment. The new geographic extent has been modelled using six design-based flood events, a Climate Change scenario and a Probable Maximum Flood (PMF) event. This will provide Council with an up-to-date flood study prepared in accordance with current industry best practice enabling both Council staff and the community to make informed decisions regarding land use planning, flood risks, mitigation actions and management.

The updated Camden Haven River and Lakes Flood Systems Study 2025, Attachment 1, has been prepared utilising the latest available rainfall and climatic information. The updated model has resulted in the following changes: a decrease in design flood events across the Camden Haven River for design events up to and including the 1 in 2000 Annual Exceedance Probability (AEP) scenario and a 98% increase in the previously adopted Probable Maximum Flood (PMF) peak flows along the Camden Haven River.

This report recommends the placement of the study on public exhibition, prior to reporting back to Council on submissions received during the exhibition period, any amendments required and for adoption.

The Camden Haven River and Lakes Flood System Study 2025 is intended to supplement the existing and current Camden Haven River and Lake System Flood Study 2013.

Discussion

Background

The Camden Haven River and Lakes catchment is located within the Port Macquarie-Hastings Council Local Government Area (LGA) and drains a 650 km² catchment that extends inland to the Broken Bago Range.

The Camden Haven River discharges to Watsons-Taylors Lake which is a shallow estuarine lake that is “connected” to the Pacific Ocean by the Camden Haven Inlet. The Inlet extends from the foothills of North Brother Mountain near Laurieton to the ocean entrance near North Haven.

A second lake known as Queens Lake, is located on the northern side of North

Brother Mountain. Herons Creek enters Queens Lake along its western shoreline, and the smaller catchments of Bobs, Waterloo and Limeburners Creeks drain to it from the north. Stingray Creek connects Queens Lake to the Camden Haven Inlet three kilometres upstream from the ocean.

The catchment has a history of flooding, with extensive damage caused to private and public property in proximity to the Camden Haven and its major tributaries. There have been many floods since European settlement of the area in the early 19th Century, including major floods that occurred in 1929, 1956, 1963, 2013 and 2021.

Port Macquarie-Hastings Council (Council) is responsible for local planning and land management within our LGA, including the management of flood prone land.

In this regard, the State Government’s Flood Prone Land Policy (2023) notes that “Councils are primarily responsible for the determination of appropriate planning and development controls to manage flood risk relating to development and redevelopment to an acceptable level based on social, economic and ecological, as well as flooding considerations”.

The NSW Government Flood Risk Management Manual (2023) defines the Flood Risk Management Process as shown by the diagram below, with Flood Studies being completed to identify and define risks, followed by the completion of Flood Risk Management Studies and Plans to manage and mitigate the associated risks:

Figure 1 - Flood Risk Management Process, NSW Flood Risk Management Manual (2023)

Without Flood Studies, Council cannot move forward in the Flood Risk management process, which has implications on identifying at risk communities and infrastructure, implementing mitigation measures and accessing grants.

The Camden Haven River and Lakes Flood System Study 2025 extends the existing Camden Haven River and Lake System Flood Study 2013 into the upper Western reaches of the Camden Haven River catchment encompassing areas such as Logans Crossing, Black Creek, Upsalls Creek, and Lorne.

The March 2021 weather event showed that although flooding of the lower reaches of the Camden Haven River below Kendall was well understood, there was a lack of reliable flood data for smaller communities located along the banks of the upstream tributaries.

This renewed understanding plus changes to State legislation, and growing development pressure has ultimately driven the need for the expansion of the Camden Haven River and Lakes Flood System Study 2025 to include areas that were not covered by Council’s pre-existing flood studies.

In this regard, the black polygon shown in Figure 2 below diagrammatically shows the approximate extent of Council’s previous 2013 Flood Study. The Blue and Red shaded areas detail the locations now covered by the updated flood mapping prepared as part of the Camden Haven River and Lakes Flood Systems Study 2025. The green shading indicates the total contributing catchment.

Figure 2 - Scale of Flood Study

Model Development and Calibration

The Camden Haven River and Lakes Flood System Study 2025, fully detailed in Attachment 1, outlines the various data sources, methodology and calibration activities undertaken to prepare an updated and extended flood model for the Camden Haven River and Lakes Systems Flood Study (WorleyParsons, 2013).

Following extensive data collection and validation, the consultant has utilised established processes as documented within Australian Rainfall and Runoff 2019 and the NSW Flood Risk Management Manual, to develop an updated and extended flood model of the Camden Haven River catchment. The consultant has utilised two separate hydraulic models to achieve this outcome, the RMA-2 Flood model and the TUFLOW hydraulic model.

Specifically, Council has an existing RMA-2 flood model that was developed as part of work undertaken in preparing the prior 2013 flood study that covers the lower reaches of the catchment.

A new TUFLOW hydraulic model has been developed to cover those parts of the catchment and tributaries of the Camden Haven River to the west of the prior model extents. This newly developed TUFLOW model has a total area of 383 km² and covers areas upstream of Kendall along the Camden haven River and upstream of Queens Lake along Herons creek. The extent of the TUFLOW model includes some overlap with the RMA-2 model to allow for reliable meshing of model outputs and to allow for calibration to be applied at the Logans Crossing gauge.

Following model setup and development, a range of detailed calibration activities, including the use of data gathered from flood events experienced in March 2021 and February 2013 were undertaken by the consultant to provide confidence in the ability of the developed hydrologic and hydraulic models to realistically simulate observed flood behaviour across the study area. For further information model calibration activities are defined within section 4 and 5 of the draft Report (Attachment 1).

Design Flood Modelling

Following successful completion of model calibration design flood event modelling was undertaken. Design flood modelling has been undertaken in two stages which linked to the two model extents, RMA-2 and TUFLOW. The existing RMA-2 Model, existing flood modelling and mapping outputs were considered reasonable and were validated and retained.

This existing mapping consists of mapping of the following:

• 1 in 20 year (5% AEP) Flood Levels,

• 1 in 50 year (2% AEP) Flood Levels,

• 1 in 100 year (1% AEP) Flood Levels,

• 1 in 100 year + Climate Change (1% AEP + CC) Flood Levels,

• 1 in 200 year (0.5% AEP) Flood Levels, and

• PMF Event Flood Levels.

New flood modelling and mapped extents have been prepared for the lower catchment for the 1 in 500 and 1 in 2000-year events respectively and is presented in the attached report (these events were not previously mapped).

Design flood mapping produced for the newly developed and extended upper catchment area using the TUFLOW hydraulic model is provided in the attached report. The modelling and mapping undertaken for this part of the catchment includes mapping of peak flood levels and depths and flow velocities for the following design storm events:

• 5% AEP Flood Levels

• 1% AEP Flood Levels

• 1% AEP with Climate Change Flood Levels

• 1 in 500 AEP Flood Levels

• PMF Event Flood Levels

For the rarer events of the 1 in 500 and 1 in 2000 AEP, the 24-hour duration storm that triggered that event in the lower catchment was not run through the TUFLOW model because the design flows determined the 12-hour duration to be critical for the upper catchment.

Design flood conditions are estimated from hypothetical design rainfall events that have a particular statistical probability of occurrence. The assessment of design flood conditions presented in the attached report have been based on the guidance and techniques outlined in Australian Rainfall and Runoff: A Guide to Flood

Estimation (Geoscience Australia 2019) (ARR 2019).

Design flood event mapped model results can be found within the Appendices of the attached Camden Haven River and Lakes Flood Study Update 2025.

Key Changes in Flood Mapping

In comparison to the previously adopted 2013 Flood Study, key changes relating to design flows resulting from the updated Camden Haven River and Lakes Systems Flood Study 2025 are detailed below:

1) Model Extension

The most significant and beneficial outcome of the flood study is the provision of flood data and mapping for most of the contributing catchment as is shown in Figure 2 above.

This model extension provides Council and the community with robust and reliable flood data which will be utilised to inform future flood risk management and preparedness activities by Council and the community alike.

Pending the adoption of the Camden Haven River and Lakes System Flood Study 2025 and funding allocation, it is intended that Council will commence an update to the Camden Haven River Floodplain Risk Management Study and Plan in 2026-2027. This plan will provide Council and the community with updated controls and mitigation measures to manage the risks identified by the updated Flood Study and revise the Flood Frequency Analysis outputs.

2) Changes to 5%, and 1% AEP peak flows

The use of the latest hydrological data, modelling techniques, and utilisation of procedures from ARR2019 have provided a more accurate representation of flood behaviour in the Camden Haven catchment, leading to some notable changes in peak flow predictions for various design events.

• The revised models for the 5% AEP event indicate a reduction in peak flows, with decreases of 16% in the Camden Haven River, 13% at Herons Creek, and 31% at Stewarts Creek.

• Similarly, the revised model has also seen a reduction in peak flows in the 1% AEP event whereby there is an approximate decrease along the Camden Haven River of 8-10%, 13% at Herons Creek and a 14-25% decrease at Stewart River.

• Batar Creek also follows the decreased pattern in peak flows, showing a decrease in peak flows for all events up to the 1% AEP, with reductions ranging from 6-11%.

Overall, the application of the latest datasets, modelling techniques and ARR2019 Guidelines have improved the accuracy of flood behaviour predications in the Camden Haven catchment, revealing notable reductions in peak flows for various design events.

Table 7-3 and Appendix D in the draft Report (Attachment 1) convey peak flow magnitudes predicted at the upstream boundaries and comparison between the updated hydrology and the previous hydrology adopted for the lower catchment.

3) Changes to Probable Maximum Flood (PMF) Peak Flows

A PMF is the largest flood that could conceivably occur at a particular location, usually calculated from probable maximum precipitation (the theoretical maximum rainfall for a given duration), coupled with the worst flood producing catchment conditions.

In contrast to the 5% and 1% AEP peak flows, the Probable Maximum Flood (PMF) event predictions indicate significant increases in peak flows. The Camden Haven River's PMF peak flows are predicted to be 98% higher than previously estimated, primarily due to underestimations of flow velocities in the upper catchment.

Similarly, the main tributaries, Herons Creek and Stewarts River also show increases in PMF peak flows by 5% and 17%, respectively. However, Batar Creek experiences the most substantial increase, with PMF peak flows predicted to rise by 32%.

As this project only modelled the PMF event for the upstream newly extended TUFLOW modelled part of the catchment, these significant increases in PMF flood flows are indicating that the existing Camden Haven River Flood Study (2013) and retained PMF mapping that is being applied to the lower (RMA-2 modelled) catchment is likely out-dated and are under-representing the impacts of this event on the urban areas of Kendall, Kew, Laurieton and North Haven.

A future further update to the Camden Haven River Flood Study will be required to address this identified deficiency.

Options

Council may elect to:

1. Exhibit the draft Camden Haven River and Lakes Flood Systems Study 2025 for a period no less than 28 days.

2. Request further information or determine not to exhibit the draft Camden Haven River and Lakes Flood Systems Study 2025.

Community Engagement and Internal Consultation

The Camden Haven River and Lakes Systems Flood Study 2025 has been internally reviewed by the Community Infrastructure Division, with status updates provided to Councillors during its development.

Further internal consultation shall occur concurrently with the proposed exhibition period, with regard to planning related implications.

In addition, a representative of the Department of Climate Change, Energy, the Environment and Water (DCCEEW) and the DCCEEW Grants Unit has been kept informed of the project and its progress throughout the entire project, undertaking regular milestone reviews.

Pending Council determination to publicly exhibit the updated study, a community engagement plan is being prepared by Council’s Engagement team.

Planning and Policy Implications

The draft Camden Haven River and Lakes System Flood Study 2025 has updated the existing Camden Haven Flood Study 2013 model and extended flood mapping into the upper and western parts of the Camden Haven catchment.

The provision of this expanded mapping has meant that there are a range of new properties that will be (pending adoption) impacted by existing flood related planning controls applicable to developing on flood prone land.

The study does not change the risk associated with those properties and locations, rather it documents a risk that previously was not defined. Historically those properties not within the modelled flood mapping area with potential flood risk were required to undertake a flood study and impact assessment where development was proposed.

In this regard, and in accordance with Council’s Flood Policy and the provisions of the PMHC LEP 2011, development controls apply to any development located within the Flood Planning Area which is an area that is comprised of the 1% AEP Climate Change flood extent plus an additional 500mm freeboard.

Development controls, in certain circumstances, are also applied to the Probable Maximum Flood (PMF) extent, however, this is generally reserved for sensitive and hazardous uses defined in the PMHC LEP 2011 Special Flood Considerations Clause 5.22. As outlined above the impacted area of the PMF event will be larger.

See Council’s current Flood Policy for further information.

Following public engagement and the proposed adoption of the updated Camden Haven River and Lakes System Flood Study 2025 updated flood mapping will be published on Council’s corporate website to enable the community to make informed decisions regarding the risk associated with property and land use across the LGA.

Current flood mapping can be found on the Council’s website online mapping portal.

It is important to note that pre-existing and approved development that is now mapped as flood prone land will not be asked to rectify pre-existing approvals and works to reflect updated mapping.

Hydraulic Categories/Flood Function and Hazard Mapping

Flood function mapping has been undertaken in the main river arms and creeks of the flood study area to reflect the modelled characteristics of the newly received data.

Under the existing Flood Policy, development is assessed based on the hydraulic categorisation of a site (floodway, flood storage and flood fringe - see Policy for details), to ensure that the development type is compatible with flood behaviour at a particular site or location.

Additional new properties in newly mapped areas will now be required to meet the flood related development provisions of the Port Macquarie - Hastings Council Flood Policy (2018). Existing mapped flood prone properties that experience a change in hydraulic category mapping because of this Flood Study, if adopted, will be assessed as the new category as part of any future development application.

Hydraulic mapping can be found in Figures H-1 to Figure H-9 in the draft report (Attachment 1).

Financial and Economic Implications

The preparation of the Camden Haven River and Lakes Flood System Study 2025 has been prepared using Grant funding under the Floodplain Management Program and Council funding (2:1). Post adoption, the Flood Study Extension project will be utilised to inform the preparation of an updated Camden Haven River and Lakes Floodplain Risk Management Study and Plan.

Increased development cost

In the short term, there may be financial and economic implications to landholders who are proposing to develop or alter existing infrastructure on flood prone land (land up to the PMF) because of the provision of new mapping. However, ultimately the updated and extended mapping does not change the risk associated with those properties and locations, it documents a risk that previously was not defined.

Flood Insurance Premium Increase

Whenever an updated Flood Study is published, there are community concerns that the publishing of flood mapping will lead to insurance increases.

Insurers use a variety of sources to obtain flood information including historical flood measurements, Federal, State and Local Government studies, the Insurance Council of Australia’s (ICA) National Flood Information Database and through their own research. Insurance companies use these sources of data to make their own assessments of risk and may use a variety of events to determine the level of risk to a property. Insurers may choose to set a premium for those impacted by flood events up to the PMF, to cover the most extreme and rare flood events.

The completion of a flood study does not increase the risks associated with flooding to any land, the study simply defines an existing risk. Defining that risk enables council and the community to make informed decisions regarding the correct and safe use of land and enables council to fulfill its role under the NSW Governments Flood Prone Land Policy (2022).

Any concern regarding flood insurance should be followed up with the relevant insurance company. Council does not set premiums or conduct risk assessments for these companies.

Flood Studies provide current knowledge of flooding and can contribute to more informed planning decisions, helping avoid future losses, legal risks and ultimately move our Local Government Area to a position whereby we have better risk management and reduced long-term costs associated with flood damage.

Attachments

1. Camden Haven Flood Study draft final report

AGENDA Ordinary Council

17/04/2025

Item: 13.07

Subject: Lake Cathie Natural Resources 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

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 March 2025 Ordinary Council Meeting.

Works currently being undertaken and outlined in this report include:

1. Coastal Hazard Assessment and Coastal Vulnerability Area Mapping Project,

2. Water Quality Improvement Strategy,

3. Review of the Lake Cathie Entrance Management Strategy,

4. Development of the CMP, and

5. Other Projects.

Discussion

1. Coastal Hazard Assessment and Coastal Vulnerability Area Mapping Project

Bluecoast Consulting Engineers are completing the Coastal Hazard Assessment and Coastal Vulnerability Area Mapping Project on behalf of Council. The final Coastal Hazard Assessment, excluding the associated Asset Risk Assessment, has been received. Bluecoast are currently undertaking the required spatial analysis to provide a detailed asset risk register to Council for properties deemed at risk of a coastal hazard under different planning horizons out to the year 2120.

Council staff, Bluecoast Consulting engineers, NSW Department of Climate Change, Energy, Environment and Water (DCCEEW) staff and NSW Department of Planning, Housing and Infrastructure (DPHI) staff met in February 2025 to discuss the development of the Coastal Vulnerability Area maps for the Port Macquarie-Hastings Council Local Government Area (LGA). Draft maps have been completed and comments from Council, DCCEEW and DPHI staff are being incorporated.

A briefing to Councillors about the outcomes and implications of this project is proposed to be provided once the work has been completed, with timing to be determined in consultation with the Executive.

2. Water Quality Improvement Strategy

Rhelm has been engaged to undertake Water Quality Improvement Strategies for three waterways: the 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.

Rhelm have commenced data analysis of the extremely large datasets collated through the initial project stages and are continuing to undertake targeted stakeholder engagement.

Fortnightly progress meetings are being held to help ensure project time frames are being met, and the project is expected to be completed by September 2025.

3. Review of the Lake Cathie Entrance Management Strategy

Royal Haskoning DHV (RHDHV) have commenced the Entrance Management Strategy (EMS) for the Lake Cathie System. 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. RHDHV are currently undertaking a review of the existing data to help inform the EMS.

As part of this project, Council has also engaged RHDHV to develop an internal monitoring dashboard. The dashboard will utilise advanced machine learning to provide an overview of the potential flood hazards from rising water levels within the waterway. This will allow more informed decision making around the timing of entrance management and to support the application of Council’s Lake Cathie Standard Operating Procedure. Discussion with RHDHV and key Council stakeholders was scheduled for 10 April 2025 at the time of writing this report.

The project is expected to be completed mid-2025.

4. Stage 3 and 4 CMP

Staff have submitted a Coast & Estuary Grants application to engage a suitably qualified consultant to assist in preparing the final CMP Stages. Stage 3 and 4 entail options analysis and business case development, drafting of a CMP and community engagement prior to adoption by Council and submission to the Minister for Local Government for certification.

Coast & Estuary staff are preparing the necessary scope and procurement documents to allow the project to proceed when grants are announced. The project is expected to run in parallel with the Water Quality Improvement Strategy and have draft documents for Council to review towards the end of 2025.

5. Development of the CMP

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, and

· 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 NSW Government approval.

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

6. Other Projects

Invasive Weed Management

Invasive weed control activities that have occurred since the March 2025 Lake Cathie Natural Resource Management Monthly Update Report include:

· Important follow-up works have been undertaken on recent priority weed sites on Lake Cathie north headland, Tallong Drive and Abel Tasman Drive. Juvenile Groundsel bush, Giant Devils Fig and Chinese Tallow plants have been controlled, and further treatment of common weeds including Lantana, Asparagus fern, Brazilian nightshade and Morning glory will help to restore bushland corridors between the ocean and the lake.

· Lake Cathie Landcare continue to improve the bushland within the Community Hall reserve.

Image: Giant Devils Fig at Lake Cathie

Emergency Erosion Works

Coast and Estuary staff have commissioned Bluecoast Consulting Engineers to develop a concept design for a medium-term sandbag structure at Lake Cathie Reserve. The concept plan aims to prevent further erosion and to maintain the bank location along a section of reserve which was impacted a storm event in January 2025. The concept will be assessed for costs and, if these are acceptable, will proceed to construction as soon as practicable.

Ex Tropical Cyclone Alfred

In the wake of the stormy weather resulting from Ex-TC Alfred, the LGA was fortunate to escape broader damage, as wave heights and energy were less than forecast. Areas of dune erosion were observed, but generally the sand should return to the beaches through normal beach processes.

The proactive works at Lake Cathie did assist in keeping the bank in place in front of trees and furniture, and the rock bags placed there will be removed when a longer-term design is implemented.

The beach nourishment at Lighthouse Beach in front of Illaroo Road helped minimise damage along this exposed location, and staff are investigating opportunities to extend rock bag works at the Southern end of Illaroo Road to provide structural protection to Illaroo Road against future storm events.

Council staff are working with DCCEEW and other agencies to collate information of any damage and cleanup costs to assist with seeking grant assistance for any eligible activities.

Riverbank Restoration works

Stage 1 Hastings River Hybrid Shorelines

Council has awarded a tender to complete riverbank restoration works along the Hastings River at the North Shore. The tender involved the detailed design and construction of restoration works of a ~200m section of the Hastings River Estuary on Council 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 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.

The successful tenderer is Rock-It Science, a highly experienced contractor specialising in estuarine and riverine restoration projects. A meeting has been held with Rock-It Science, DPIRD and University of Melbourne’s research team to coordinate the design response and commence site survey and preliminary works.

Limeburner’s Creek Riverbank Restoration Works

DPIRD is delivering a bank stabilisation project designed to mitigate flood damage and improve flood resilience and environmental outcomes in NSW estuaries. DPRID 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 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.

Design works have been completed and environmental approvals and Crown Licenses being progressed. 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

DPIRD 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 to undertake the detailed design. DPIRD are funding the project, while Council staff are providing project management support, technical advice and some in-kind services, including site survey.

Realm are currently working with DPIRD and Council staff to incorporate final comments into the design. Following completion of design, funding confirmation will be sought from DPIRD and approvals progressed. The project is expected to be completed by mid-2025, subject to available funding from DPIRD which is linked to federal grants.

Hastings River - Little Rawdon Island bank stabilisation & mangrove offsets

The Coast and Estuary team is assisting Infrastructure Delivery to find a suitable site for 500m² of mangrove offsets arising from the recently completed stage of the Beach-to-Beach project. The Bank and Riparian Condition Assessment project was used to find suitable candidate sites. DPIRD Fisheries was involved in assessing suitable sites and a potential location on Little Rawdon Island was selected. Council staff are coordinating a site inspection with NSW Soil Conservation Service and the landowner to discuss options for delivery.

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 DPIRD Fisheries Marine Estate Management Strategy Sea Country lead for NSW to develop a Sea Country Action Plan for incorporation into Council’s CMP.

A working group meeting was held on March 20 to present draft Actions for a Sea Country Action Plan. Good feedback was received and further engagement with community will continue and with those working group members unable to attend.

Council staff are preparing an Expression of Interest(EOI) 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. Some delays to this process due to sorry business have occurred.

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 or policy implications in relation to this report.

Financial and Economic Implications

There are no financial or 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	85,950	168,750
TOTAL	390,801	239,950	630,751

Attachments

Nil

date of meeting:		Thursday 17 April 2025
location:		Council Chambers, 17 Burrawan Street, Port Macquarie
time:		2:00 PM

Criteria	Weighting
Potential to become a major event and attract significant visitor nights	5
Unique to the region/Mid North Coast	3
Financial sustainability	4
Substantial economic impact (or potential for)	3
Event organiser experience & resourcing	3
Off-peak or shoulder season placement	5
Robust marketing plan	4
Community Benefit	3

Option	Summary	Pros	Risks
1. Pilot Sponsorship for 1–2 Venues	Test viability with larger regional venues	Low-cost trial	Still competes with club sponsorships
2. Develop Policy but Do Not Activate	Be prepared if future opportunities arise	No immediate impact	Policy may date quickly
3. Partner with Clubs	Allow sponsorship only via club proposals	Strengthens clubs	Limits revenue to Council
4. Do Not Proceed	Reaffirm Council’s support for club-level sponsorships	No conflict with clubs	No added revenue for Council

Category	Key considerations and potential developments
Passenger & Movement Forecast	· Projected to reach 396,000 passengers by 2045. · General Aviation to remain stable with strategic focus on instrument training rather than circuits.
Noise Forecast	·... Developed based on 2045 aircraft movements and type. ·... Expansion of ANEF 20db contour towards light industrial area. · Endorsed ANEF to inform future Council planning and development approval considerations with the Airport to be a consulted party.
Years 1-5	· Runway 03/21 surface refurbishment. · Short stay car park expansion. · General Aviation 1 apron resurfacing.
Years 5-10	· Development of Business Park. · New road connection to the Binnacle for emergency use. · Paved Runway End Safety Area (RESA). · Development of solar farm. · Expansion of General Aviation 1 and 2.
Years 10-20	· Aerodrome rescue and firefighting services. · Terminal expansion. · Additional car park across Tuffins Lane · Development of General Aviation 3. · Extension of Taxiway Charlie. · Ongoing development of the Business Park.
Beyond 2045	· Reserve identified for new terminal and associated infrastructure. · Reserve identified for additional two Code 4 aprons.

Stakeholder Category	Stakeholder name
On-Airport Tenants	Australian International Aviation College Eastern Air Services Hastings District Flying Club Helicopter Rebuilds Jetfighter Australia Pty Ltd
Airport Operations	Aus Flight Handling (Rex/Bonza) Port Macquarie Travel Pty Ltd (Qantas)
Tourism Associations	Destination North Coast NSW Greater Port Macquarie Tourism Association
Peak Bodies	Business NSW
Airline	Qantas
Local Government	Port Macquarie Hastings Council (4 meetings with staff) Councillor Briefing

Main Changes	Reason for Change
Change to sporting field requirements to remove ‘sporting field south Oxley and replace with larger district sporting fields in north Oxley and specify works by developer.	Current agreement requires two smaller sporting fields located in North Oxley and South Oxley. Council’s recreation planning and assessment management prefers one larger regional facility in preference to two smaller facilities. The draft agreement formalises the regional sporting fields and associated land dedication.
Relocate Barton Valley Park west of Carlie Jane Drive to better serve the existing residential development.	Barton Valley Park in the current VPAs is located on the eastern side of Carlie Jane Drive. Most of the residential development that has occurred and is expected to occur is on the western side of Carlie Jane Drive. As such, the neighbourhood park is proposed to be relocated.
Amended dedication of road corridors across Karikeree Creek to better align with approved road network.	Subject to the approved subdivisions in South Oxley, the road network has changed and as a result land to be dedicated needs to be altered to reflect the road network as approved and constructed.
Increased roads contribution to reflect proposed Thrumster Streets extension works.	The existing VPA’s only included sections of Thrumster Street in the road’s contribution charges and not the whole Thrumster Street extension from Frogs Road to John Oxley Drive. An increase to the road’s contribution has been included to reflect the apportioned cost to this development on a per lot basis.
Inclusion of a pedestrian footbridge over Partridge Creek to connect College Rise to the district sporting fields.	A pedestrian link from College Rise to the district sporting fields across Partridge Creek has been included in the draft PA and is to be delivered by the developer.
Amended timing of the delivery of infrastructure relating to the lots which are created.	Currently the timing of the delivery infrastructure in the current VPAs generally relate to the number of years since the LEP (rezoning) took place. The majority of these times have passed, and infrastructure has not been delivered as the development has not reached that stage of delivered lots and the associated demand. The proposed timing change is based on lots created to ensure as development occurs the relevant infrastructure is delivered and is consistent with demand.