Agenda of Strategy and Assets Committee

Minutes of the Strategy and Assets Committee

Meeting Date: Tuesday, 18 July 2017

Location: Council Chambers, City Administrative Centre, Bridge Road, Nowra

Time: 5.01pm

The following members were present:

Clr Mitchell Pakes – Acting Chairperson

Clr John Wells

Clr Patricia White

Clr Kaye Gartner

Clr Nina Cheyne

Clr Annette Alldrick – left 7.06pm

Clr John Levett

Clr Greg Watson

Clr Mark Kitchener

Clr Bob Proudfoot

Mr Russ Pigg - General Manager

Election of Chairperson

RESOLVED (Clr Proudfoot / Clr Kitchener) MIN17.614

That Clr Mitchell Pakes be appointed as the Acting Chairperson for the meeting of Strategy and Assets Tuesday 18 July 2017.

CARRIED

Apologies / Leave of Absence

An apology was received from Clr Guile, Clr Findley and Clr Gash.

Confirmation of the Minutes

RESOLVED (Clr White / Clr Gartner) MIN17.615

That the Minutes of the Strategy and Assets Committee held on Tuesday 13 June 2017 be confirmed.

CARRIED

Declarations of Interest

Clr White – “SA17.193 – Review of the Shoalhaven Bushcare/Parkcare Policy and Procedures” – less than significant non pecuniary interest declaration – will remain the room and will take part in discussion and vote – “she is a member of a Parkcare Group at Sussex Inlet”.

Clr Wells – CSA17.12 – Tenders – Management and Operation Huskisson Beach Holiday Park – less than significant non pecuniary interest declaration – will leave the room and will not take part in discussion or vote – a successful tenderer he engaged whilst administrator for Bega Valley Crown Parks and the contractors are well known to him.

Reports

SA17.174 Policy Determination - Not Allowing Circuses that utilise Exotic Animals on Council Land

HPERM Ref: D17/201866

Recommendation (Item to be determined under delegated authority)

That Council determine its Policy position in respect to Circuses which utilise exotic animals, being allowed to hire/occupy any Council land (owned or as Trustee).

RESOLVED (Clr Proudfoot / Clr Alldrick) MIN17.616

That Council:

1. Note the report and adopt a policy position of not allowing any Circus, which utilise exotic animals, to hire/occupy any Council land (owned or as Trustee); and

a. Advise the Illawarra Pilot Joint Organisation (IPJO) accordingly

b. Update the Sustainable Events Policy to reflect this position

2. Write to the State Government to seek their support to not allow any circus using exotic animals on any Crown or Private land.

3. Seek clarification on the definition of ‘exotic’ animal for the activation of the policy.

CARRIED

SA17.175 South Coast Regional Jobs Investment Package - Council Projects

HPERM Ref: D17/216330

Recommendation

That the following projects and Council funding commitments be submitted under the South Coast Regional Jobs Investment Package:

1. Woollamia Boat Lift and Shed – SCC contribution: $200,000 (from Economic Development Reserve)

2. Greenwell Point Boating Facilities – SCC contribution: $750,000 (from Economic Development Reserve)

3. Provision of electricity to Huskisson Business Precinct – SCC contribution: $50,000 (from Economic Development Reserve and/or streetscape funding)

4. Former Ulladulla STP Industrial Land Subdivision – SCC contribution:$2,219,000 (from Industrial Land Development Reserve)

5. Defence Support Training Needs Analysis – SCC contribution: $25,000 (from Economic Development Reserve)

Motion (Clr White)

That the following projects and Council funding commitments be submitted under the South Coast Regional Jobs Investment Package:

1. Woollamia Boat Lift and Shed – SCC contribution: $200,000 (from Economic Development Reserve)

2. Greenwell Point Boating Facilities – SCC contribution: $750,000 (from Economic Development Reserve)

3. Provision of electricity to Huskisson Business Precinct – SCC contribution: $50,000 (from Economic Development Reserve and/or streetscape funding)

MOTION LAPSED due to lack of seconder.

Recommendation (MOTION) (Clr Watson / Clr Kitchener)

That the following projects and Council funding commitments be submitted under the South Coast Regional Jobs Investment Package:

1. Woollamia Boat Lift and Shed – SCC contribution: $200,000 (from Economic Development Reserve)

2. Greenwell Point Boating Facilities – SCC contribution: $750,000 (from Economic Development Reserve)

3. Provision of electricity to Huskisson Business Precinct – SCC contribution: $50,000 (from Economic Development Reserve and/or streetscape funding)

4. Former Ulladulla STP Industrial Land Subdivision – SCC contribution:$2,219,000 (from Industrial Land Development Reserve);

5. And if possible, Defence Support Training Needs Analysis – SCC contribution: $25,000 (from Economic Development Reserve)

For: Clr Wells, Clr Levett, Clr Cheyne, Clr Alldrick, Clr Gartner, Clr Pakes, Clr Watson, Clr Kitchener, Clr Proudfoot and Russ Pigg

Against: Clr White

carried

SA17.176 Revenue Options Follow Up Report

HPERM Ref: D17/198634

Recommendation (Item to be determined under delegated authority)

That Council note the information provided in this report.

RESOLVED (Clr Watson / Clr Wells) MIN17.617

That Council:

1. Note the information in the report; and

2. Prepare a detailed motion and supporting documentation to the Local Government Conference for an amendment to the Local Government Act 1993, giving Council the authority to deem that business is being carried out on residential property in relation to applying commercial ratings and equity (Similar to those powers councils have to deem properties as rural).

For: Clr Wells, Clr White, Clr Levett, Clr Cheyne, Clr Alldrick, Clr Gartner, Clr Pakes, Clr Watson, Clr Kitchener and Clr Proudfoot

Against: Russ Pigg

CARRIED

SA17.177 Abseiling and Rock Climbing Policy - withdrawn

HPERM Ref: D17/208127

Recommendation (Item to be determined under delegated authority)

That the public policy, Abseiling and Rock Climbing, be rescinded.

RESOLVED (Clr Wells / Clr Proudfoot) MIN17.618

That the public policy, Abseiling and Rock Climbing, be rescinded.

CARRIED

SA17.178 Shoalhaven Entertainment Centre - Hiring Policy

HPERM Ref: D17/208657

Recommendation (Item to be determined under delegated authority)

That the revised Shoalhaven Entertainment Centre Hiring Policy be placed on Public Exhibition for 28 days and if no significant comments are received the revised Policy be deemed adopted. If there are significant comments, a further report be presented to Council.

RESOLVED (Clr Wells / Clr Alldrick) MIN17.619

CARRIED

SA17.179 Berry District Park Master Plan

HPERM Ref: D17/192881

Recommendation (Item to be determined under delegated authority)

That Council adopt the Berry District Park Master Plan Option A (Attachment 2) without amendment and enable detailed design to commence.

RESOLVED (Clr Wells / Clr Cheyne) MIN17.620

That Council adopt the Berry District Park Master Plan Option A (Attachment 2) without amendment and enable detailed design to commence.

CARRIED

SA17.180 Bay & Basin Summer Shuttle Bus and Shoalhaven River Festival Accessible Shuttle Bus 2017 Funding Success

HPERM Ref: D17/199103

Recommendation

That Council:

1. Accept the grants of;

a. $9,309 (excluding GST) to undertake the Bay & Basin Summer Shuttle Bus project and;

b. $1,955 (excluding GST) to undertake the Shoalhaven River Festival Accessible Shuttle project.

2. Write and thank Transport for NSW.

Recommendation (MOTION) (Clr Proudfoot / Clr Alldrick)

That Council:

1. Accept the grants of;

a. $9,309 (excluding GST) to undertake the Bay & Basin Summer Shuttle Bus project and;

b. $1,955 (excluding GST) to undertake the Shoalhaven River Festival Accessible Shuttle project.

2. Write and thank Transport for NSW.

CARRIED

SA17.181 Council Policy Review - Strategic Infrastructure Planning

HPERM Ref: D17/211789

Recommendation (Item to be determined under delegated authority)

That Council rescind the following policies and list these as a Corporate Procedures and guideline:

1. Signs – Reserve Signage Standard

2. Motor Vehicle Access to Public Reserves

RESOLVED (Clr Wells / Clr White) MIN17.621

That Council rescind the following policies and list these as a Corporate Procedures and guideline:

1. Signs – Reserve Signage Standard

2. Motor Vehicle Access to Public Reserves

CARRIED

SA17.182 Beyond Plastic Pollution - Pathways to Cleaner Oceans Conference

HPERM Ref: D17/218058

Recommendation (Item to be determined under delegated authority)

That Council

1. Notes the details of the Beyond Plastic Pollution - Pathways to Cleaner Oceans Conference scheduled for 30 October to 1 November 2017 in Darling Harbour, Sydney

2. Authorises available Councillors to attend the conference and such attendance be deemed Council Business.

3. Travel, registration fees, accommodation and all reasonable out-of-pocket expenses be met in accordance with its adopted policy.

4. Request Councillors attending the conference to provide a written report within 30 days of returning from the conference.

RESOLVED (Clr White / Clr Cheyne) MIN17.622

That Council:

1. Notes the details of the Beyond Plastic Pollution - Pathways to Cleaner Oceans Conference scheduled for 30 October to 1 November 2017 in Darling Harbour, Sydney

2. Authorises available Councillors to attend the conference and such attendance be deemed Council Business.

3. Travel, registration fees, accommodation and all reasonable out-of-pocket expenses be met in accordance with its adopted policy.

4. Request Councillors attending the conference to provide a written report within 30 days of returning from the conference.

CARRIED

SA17.183 North Nowra Link Road - Southern Option

HPERM Ref: D17/202578

Recommendation (Item to be determined under delegated authority)

That the North Nowra Link Road corridor (Southern option) be amended, as shown on Plan Reference 2587_49_1 to avoid encroachment onto private lands.

RESOLVED (Clr Watson / Clr Wells) MIN17.623

That the North Nowra Link Road corridor (Southern option) be amended, as shown on Plan Reference 2587_49_1 to avoid encroachment onto private lands.

CARRIED

SA17.184 Public Policies for Review - July 2017 - Asset Management

HPERM Ref: D17/113213

Recommendation (Item to be determined under delegated authority)

That

1. The draft Asset Management Policy be exhibited for 28 days, and the outcomes of the consultation be reported

2. The Asset Management Strategy be adopted

3. The Public Information Signs policy be adopted

4. The Renewable Energy Installations on Council Buildings policy be adopted

RESOLVED (Clr White / Clr Cheyne) MIN17.624

That:

1. The Draft Asset Management Policy be exhibited for 28 days, and the outcomes of the consultation be reported.

2. The Asset Management Strategy be adopted.

3. The Public Information Signs policy be adopted.

4. The Renewable Energy Installations on Council Buildings policy be adopted.

CARRIED

SA17.185 2017-2018 Path Construction Program

HPERM Ref: D17/180957

Recommendation

That

1. The Member for South Coast be thanked for the funding of $1.89 million for path projects

2. $150,000 be allocated from General Fund (Local Road Repair Program) for the construction of a path in Page Avenue, North Nowra, from Judith Drive to Pitt Street

3. $100,000 be allocated from General Fund (Local Road Repair Program) for the construction of a path, and associated kerb and gutter, in Centaur Avenue, Sanctuary Point, from Idlewild Avenue to Francis Ryan Reserve

4. $250,000 be allocated to the 2017-2018 Local Road Repair Program from the 2018-2019 Roads to Recovery Program allocation

Recommendation (MOTION) (Clr Proudfoot / Clr Wells)

That:

1. The Member for South Coast be thanked for the funding of $1.89 million for path projects;

2. $150,000 be allocated from General Fund (Local Road Repair Program) for the construction of a path in Page Avenue, North Nowra, from Judith Drive to Pitt Street;

4. $250,000 be allocated to the 2017-2018 Local Road Repair Program from the 2018-2019 Roads to Recovery Program allocation.

CARRIED

Procedural Motion - Adjournment of Meeting

Motion (Clr Watson / Clr White)

That the meeting be adjourned for 15 minutes at 6.32pm.

CARRIED

Procedural Motion - Resumption of Meeting

Motion (Clr Pakes)

That the meeting reconvene the time being 6.46pm.

The following members were present:

Clr Mitchell Pakes – Acting Chairperson

Clr John Wells

Clr Patricia White

Clr Kaye Gartner

Clr Nina Cheyne

Clr Annette Alldrick

Clr John Levett

Clr Greg Watson

Clr Mark Kitchener

Clr Bob Proudfoot

Mr Russ Pigg - General Manager

CARRIED

SA17.186 Jervis Bay Maritime Museum - Fish Pond

HPERM Ref: D16/401033

Recommendation (Item to be determined under delegated authority)

That survey, investigation, design and community consultation proceed in relation to opening the Jervis Bay Maritime Museum fish pond when a funding source becomes available.

RESOLVED (Clr Wells / Clr Proudfoot) MIN17.625

That

1. Survey, investigation, design and community consultation proceed in relation to opening the Jervis Bay Maritime Museum fish pond and Council actively pursue a funding source.

2. A report be prepared for other uses/options for the fish pond and surrounding areas

CARRIED

SA17.187 Classification of Operational Land - Part Shoalhaven Community & Recreational Precinct - 109, 111, 111A & 113 Cambewarra Road, Bomaderry

HPERM Ref: D17/184792

Recommendation

That Council resolve to classify the land in the schedule below as Operational Land:

Legal Description	Locality
Lot 1 DP544264	109 Cambewarra Rd, Bomaderry
Lot 21 DP860849	111 Cambewarra Rd, Bomaderry
Lot 22 DP860849	111A Cambewarra Rd, Bomaderry
Lot 3 DP544264	113 Cambewarra Rd, Bomaderry

Recommendation (MOTION) (Clr Wells / Clr Gartner)

That Council resolve to classify the land in the schedule below as Operational Land:

Legal Description	Locality
Lot 1 DP544264	109 Cambewarra Rd, Bomaderry
Lot 21 DP860849	111 Cambewarra Rd, Bomaderry
Lot 22 DP860849	111A Cambewarra Rd, Bomaderry
Lot 3 DP544264	113 Cambewarra Rd, Bomaderry

For: Clr Wells, Clr White, Clr Gartner, Clr Cheyne, Clr Alldrick, Clr Levett, Clr Pakes, Clr Watson, Clr Proudfoot and Russ Pigg

Against: Clr Kitchener

carried

SA17.188 Lease - 1 Mattes Way, Bomaderry - Kiama Community College

HPERM Ref: D17/196327

Recommendation

That Council:

1. Enter into a lease agreement with Kiama Community College Incorporated for the continued use and occupation of 1 Mattes Way, Bomaderry (Lots 27, 29, 30 & 31 DP793122) for an initial term of three (3) years with two (2) option periods of three (3) years each (i.e. 3 x 3 x 3 year lease) at an initial annual rent of $50,000 plus GST to be increased annually by CPI; and

2. Grant authority to affix the Common Seal of the Council to any documents required to be sealed and that the General Manager be authorised to sign any documents necessary to give effect to this resolution.

Recommendation (MOTION) (Clr Proudfoot / Clr Gartner)

That Council:

CARRIED

SA17.189 Holiday Haven Tourist Parks - Management & Operation Contract Extension - Lake Conjola Entrance Holiday Park

HPERM Ref: D17/206942

Recommendation (Item to be determined under delegated authority)

That Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, considers a separate confidential report on this matter.

RESOLVED (Clr White / Clr Alldrick) MIN17.626

That Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, considers a separate confidential report on this matter.

CARRIED

SA17.190 Holiday Haven Tourist Parks Tender for the Management & Operation of the Huskisson Beach Holiday Park

HPERM Ref: D17/208503

Recommendation (Item to be determined under delegated authority)

That Committee in accordance with Section 10A(2)(d)(i) of the Local Government Act considers a separate confidential report on this matter.

RESOLVED (Clr White / Clr Alldrick) MIN17.627

That Committee in accordance with Section 10A(2)(d)(i) of the Local Government Act considers a separate confidential report on this matter.

CARRIED

SA17.191 Council Policy Review - Waste Services

HPERM Ref: D17/208199

Recommendation

That Council

1. Adopt the Disaster Recovery Policy – Waste Management (POL16/82).

2. Adopt the following policies with no or minor changes:

a. No charge tipping of storm damaged materials at waste depots Policy (POL16/168

b. Garden Waste Mulch - Community Assistance Policy (POL 16/170); and

c. Waste Minimisation and Management Guidelines (POL16/171

3. Adopt the No Charge Tipping Vouchers Policy (POL 16/169), noting commercial properties will no longer receive vouchers from FY18/19.

Recommendation (MOTION) (Clr Wells / Clr White)

That Council:

1. Adopt the Disaster Recovery Policy – Waste Management (POL16/82).

2. Adopt the following policies with no or minor changes:

a. No charge tipping of storm damaged materials at waste depots Policy (POL16/168)

b. Garden Waste Mulch - Community Assistance Policy (POL16/170); and

c. Waste Minimisation and Management Guidelines (POL16/171)

3. Adopt the No Charge Tipping Vouchers Policy (POL16/169), noting commercial properties will no longer receive vouchers from FY18/19.

CARRIED

SA17.192 Indian (Common) Myna Bird Program	HPERM Ref: D17/133558
Recommendation (Item to be determined under delegated authority) That Council note the information contained in the report.
Note: Clr Alldrick left the meeting at 7.06pm
RESOLVED (Clr Levett / Clr White) MIN17.628 That: 1. Council within existing resources commence an Indian Myna Bird program comprising of: a. Upgrading council’s website to provide the community with sufficient information for them to instigate an Indian Myna bird eradication programme. b. Development of an urban landscape policy to discourage the proliferation of Indian Myna birds 2. Council receive a further report outlining indications on what resources can be applied to achieve additional components of a Myna Bird reduction program within existing budgets. For: Clr Wells, Clr White, Clr Gartner, Clr Cheyne, Clr Levett, Clr Pakes, Clr Watson, Clr Proudfoot and Russ Pigg Against: Clr Kitchener CARRIED

SA17.193 Review of the Shoalhaven Bushcare/Parkcare Policy and Procedures	HPERM Ref: D17/93261
Clr White – less than significant non pecuniary interest declaration – will remain the room and will take part in discussion and vote – “she is a member of a Parkcare Group at Sussex Inlet”.
Recommendation (Item to be determined under delegated authority) That 1. Council endorse the Shoalhaven Bushcare/Parkcare Policy and Procedure with the amendments outlined in this report as a draft for consultation with Bushcare and Parkcare Groups. 2. That following the consultation with Bushcare and Parkcare groups the policy be reported back to Council for finalisation.
Clr Gartner raised a Point of Order against Clr Pakes in relation to disrespectful comments about staff and bushcare vigilante groups. Clr Pakes ruled against the Point of Order.
RESOLVED (Clr White / Clr Proudfoot) MIN17.629 That this matter be deferred to a Clr Briefing Workshop to allow for further review and reported back to Council. CARRIED

SA17.194 Tenders - Floodplain Risk Management Studies & Plans - Lower Shoalhaven River and St Georges Basin

HPERM Ref: D17/197911

Recommendation (Item to be determined under delegated authority)

That Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act considers a separate confidential report on this matter.

RESOLVED (Clr Wells / Clr White) MIN17.630

That Council, in accordance with Section 10A(2)(d)(i) of the Local Government Act considers a separate confidential report on this matter.

CARRIED

SA17.195 Review of Shoalhaven Water Group Policies

HPERM Ref: D17/205002

Recommendation (Item to be determined under delegated authority)

That Council reaffirm the following policies with minor changes:

1. Determining Residential and Commercial Properties for the Purpose of Levying Water and Sewer Charges

2. Water Hydrant Standpipe Extraction Policy

3. Pressure Sewer System Policy – Backlog Sewerage Schemes.

4. Rural Wastewater Connection Policy

5. Rural Water Supply Policy

RESOLVED (Clr White / Clr Cheyne) MIN17.631

That Council reaffirm the following policies with minor changes:

1. Determining Residential and Commercial Properties for the Purpose of Levying Water and Sewer Charges

2. Water Hydrant Standpipe Extraction Policy

3. Pressure Sewer System Policy – Backlog Sewerage Schemes.

4. Rural Wastewater Connection Policy

5. Rural Water Supply Policy

CARRIED

Confidential Reports

Pursuant to Section 10A(4) the public were invited to make representation to the meeting before any part of the meeting is closed, as to whether that part of the meeting should be closed.

No members of the public made representations.

RESOLVED (Clr Cheyne / Clr Proudfoot) MIN17.632

That the press and public be excluded from the Meeting, pursuant to section 10A(1)(a) of the Local Government Act, 1993, to consider the following items of a confidential nature.

CSA17.11 Holiday Haven Park Management Contract extension - Lake Conjola Entrance Holiday Park

Commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.10(A)(2)(d)(i)

There is a public interest consideration against disclosure of information as disclosure of the information could reasonably be expected to reveal commercial-in-confidence provisions of a contract, diminish the competitive commercial value of any information to any person and/or prejudice any person’s legitimate business, commercial, professional or financial interests.

CSA17.12 Tenders – Management & Operation Huskisson Beach Holiday Park

Commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.10(A)(2)(d)(i)

CSA17.13 Tenders – Floodplain Risk Management Studies & Plans – Lower Shoalhaven River and St Georges Basin

Commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.10(A)(2)(d)(i)

CARRIED

The meeting moved into confidential the time being 7.44pm.

Note: Clr Wells left the meeting during the confidential session.

The meeting moved into open session, the time being 7.51pm.

Report from confidential session

The following resolutions of the meeting, whilst closed to the public, were made public.

CSA17.11 Holiday Haven Park Management Contract extension - Lake Conjola Entrance Holiday Park

HPERM Ref: D17/206859

RESOLVED (Clr Wells / Clr White) MIN17.633C

That:

1. Council accepts the two (2) year optional contract extension for AN MacDougall Pty Ltd for the Lake Conjola Entrance Holiday Park at a total cost of $1,148,152 (excluding GST).

2. The contract documents and any other associated documents be executed on behalf of the Council in accordance with cl165 of the Local Government Regulation by the Group Director.

CSA17.12 Tenders – Management & Operation Huskisson Beach Holiday Park

HPERM Ref: D17/208561

RESOLVED (Clr White / Clr Pakes) MIN17.634C

That

1. Council accepts the tender from Stay With Us Pty Ltd for the Management & Operation of the Huskisson Beach Holiday Park at a total cost of $482,000pa (excluding GST) for the period of three (3) years from 1 September 2017.

2. The contract documents and any other associated documents be executed on behalf of the Council in accordance with cl165 of the Local Government Regulation by the Group Director.

CSA17.13 Tenders – Floodplain Risk Management Studies & Plans – Lower Shoalhaven River and St Georges Basin

HPERM Ref: D17/197355

RESOLVED (Clr Gartner / Clr White) MIN17.635C

That:

1. In accordance with Section 178(1)(a) of the regulations accept Cardno (NSW/ACT) Pty Ltd Tender for Lower Shoalhaven River Floodplain Risk Management Study & Plan and St Georges Basin Floodplain Risk Management Study & Plan in the amount of $319,415.50 (excl. GST). Council allocate $70,000.00 from job number 15706 at the September 2017 quarterly budget review to job number 15803 towards the Lower Shoalhaven River Flood Risk Management Study and Plan to commence the study with the preferred tenderer.

2. Council allocate $135,000.00 from job number 15706 at the September 2017 quarterly budget review to job number 15802 towards the St Georges Basin Flood Risk Management Study and Plan to commence the study with the preferred tenderer.

3. The General Manager (Director Planning, Environment & Development) write to the NSW Office of Environment & Heritage seeking approval to vary the approved grant amount for 2017-17-FM-0106 Lower Shoalhaven River Floodplain Risk Management Study & Plan to reflect the final negotiated contract amount.

4. The General Manager (Director Planning, Environment & Development) write to the NSW Office of Environment & Heritage seeking the maximum 30% increase in funding approval to vary the approved grant amount for 2016-17-FM-0107 St Georges Basin Floodplain Risk Management Study & Plan to reflect the final negotiated contract amount.

There being no further business, the meeting concluded, the time being 7.51pm.

Clr Pakes

ACTING CHAIRPERSON

Strategy and Assets Committee – Tuesday 15 August 2017

Page 25

SA17.199 Shoalhaven Indoor Sporting Centre - Management Options

HPERM Ref: D17/244920

Group: Finance Corporate & Community Services Group

Section: Recreation Community & Culture

Purpose / Summary

To present to Council options for the management and operation of the Shoalhaven Indoor Sports Centre and seek direction on the way forward for the governance of the facility.

Recommendation (Item to be determined under delegated authority)

That Council

1. Prepare a Request for Tender for the management and operation of the Shoalhaven Indoor Sports Centre through a Management Agreement,

2. Publically advertise the Request for Tender for interested parties to prepare a submission,

3. Submit a further report to Council on the outcome of the Request for Tender process

Options

1. Prepare a Request for Tender (RFT) for the management and operation of the Shoalhaven Indoor Sports Centre through a Management Agreement (Recommended)

Implications: Request for Tender documentation, including Service Specification, Standards, Key Performance Indicators and maintenance and life cycle accountabilities, and draft Contract would be prepared and publicly advertised, offering an open and transparent process to appoint the service provider.

Council staff will be required to prepare the Request for Tender documentation and oversight the Tender process, which will impact and necessitate revisions to existing work programs.

Council is eligible to submit an in-house bid.

2. Council determine to manage and operate the Shoalhaven Indoor Sports Centre in-house

Implications: This would negate the need for a Request for Tender process, Council would have direct control of the centre and ensure equity of access to a broad range of users and offer office space and block booking of space for selected key stakeholder groups such as the Shoalhaven Basketball Association.

Background

The construction of the Shoalhaven Indoor Sports Centre on the Artie Smith Reserve, along Cambewarra Road, Bomaderry has commenced and direction is required from Council on how the facility will be managed and operated.

The existing indoor sports centre, which consists of two (2) indoor courts, was constructed on the site in the early 1960’s. This impetus was through the endeavours of the Shoalhaven Sporting Association and the Recreation Reserve Development Committee, and the stadium opened in 1965. The Shoalhaven Basketball Association currently manages the facility.

Given the design, scope and scale of the modern multi-purpose four (4) court facility, which includes a crèche, café and a multi-purpose mezzanine space, this new centre has potential to attract a broad range of new user groups and recreational users, in addition to the existing users, which are primarily basketball focussed. Community expectation regarding public access to the centre and professional management will necessitate considering a change in operating model.

Council will recall the recent visit to Menai Sports Centre in March 2017. This indoor facility, which has a similar mix of facilities and of comparable size to the Shoalhaven centre being constructed. It is owned and operated by Sutherland Shire Council and offers a diverse range of programs throughout the day, along with hosting formal sports competitions, leagues, training sessions and events for a variety of sports organisations who are based at the centre.

Further, Council at its meeting on 27 October 2015 adopted MIN15.651 part (f) pertaining to the Fit-Out of the facility:

(f) ‘Receive a further report on post construction Fit-Out items (if required) once management and operation of the facility is determined’.

Hence, direction on the future model for the management and delivery of the Centre is required as this impacts on the scope and funding requirements for facility Fit-Out. A report on Fit-Out requirements is also included in this business paper.

Council has previously received representations from prospective operators of the facility and Councillors have been invited to briefings.

There are a number of options open to Council in determining how this facility could be operated and managed; however, in making a decision, Council should also consider that the indoor sports centre is one of a number of future facilities that will form the Shoalhaven Community and Recreational Precinct.

It is proposed that Council should have responsibility for the overall governance and management of the precinct; however, there are a number of management options and models for individual facilities that form parts of the overall precinct.

For example, where there are single use facilities, such as the croquet courts, it is proposed to manage these through lease arrangements. Bookings for the sports grounds would continue to be managed by Council through seasonal hire agreements, licences and permits. Bomaderry Aquatic Centre and the future Pavilion, which will include a range of aquatic facilities and services, would continue to be managed by Council. Third party agreements for use and / or occupation of aspects of the Pavilion will be managed through either lease, licence or hire agreements/ permits as appropriate.

Management Options

The following Options have been identified for the management and operation of the Shoalhaven Indoor Sports Centre:

· Option 1 – Call a Request for Tender for the management and operation of the Shoalhaven Indoor Sports Centre through a management agreement

· Option 2 – Council Operate the Facility In-House

The new facility is on Community Land – Sportsground and has a Generic Plan of Management – Sportsground and there is also an Artie Smith Master Plan 2013 for the site.

The core objectives for land categorised as sportsground, as prescribed under section 36 of the Local Government Act 1993 are:

(a) to encourage, promote and facilitate recreational pursuits in the community

involving organised and informal sporting activities and games, and

(b) to ensure that such activities are managed having regard to any adverse impact

on nearby residences.

Neither the Plan of Management nor the masterplan outlines specific management models but the master plan notes that Council should apply benchmark standards and practices in asset delivery, operation and management.

Work Plan and Resource Implications

Should Council determine to call for either a RFT Council staff will be required to prepare the documentation and manage the respective processes.

Staff from the Recreation, Community and Culture and Business and Property Sections in conjunction with respective industry specialists (where required) and legal advisors will form the Evaluation Team.

Dependant on the way forward a review of current work priorities may need to be undertaken.

The decision to either manage and operate the facility directly in-house, or through the engagement of an external operator through a Management Agreement may have a direct impact on the scope of the Fit-Out and the level of funding that will be required from Council.

Should Council decide to operate the Shoalhaven Indoor Sports Centre through an in-house management model, the full Fit-Out budget will be required prior to opening and operating the facility.

Should Council chose an alternate management model for the facility, and depending on the terms of the management agreement inclusions, some of the Fit-Out components may become the responsibility of the operator. Any perceived savings between in-house management and an external operator where the initial Fit-Out costs are passed onto the operator will, ultimately be borne by Council through increased management fees and / or operational costs, particularly at the end of any agreement term.

Council can counter this by providing the full fit out and ensuring terms of any agreement cover the required maintenance and replacement of fit out items through appropriate asset management plans.

Options for the Management and Operation of the Shoalhaven Indoor Sports Centre

The following models and management framework are presented for consideration

Option 1 – Call a Request for Tender for the management and operation of the Shoalhaven Indoor Sports Centre through a management agreement

This would require the development of a Management Contract and Agreement, including a specification with service standards, key performance indicators and maintenance and life cycle accountabilities. The duration of the contract and any potential extensions, also need to be agreed. Should the operator be required to fund aspects of the Centre Fit-Out, the management contract tenure should be for a period of time that will allow for a return on the Fit-Out investment.

This method would provide an open and transparent process to appointing an operator; it would comply with the Local Government Act 1993 (LGA), Local Government Regulations and Local Government Tendering Guidelines.

Staff in the Recreation, Community and Culture, and Business and Property Sections would be required to develop the documentation and manage these processes. Council would also need to identify a resource to have oversight of the Management Contract to a third party operator for the duration of the agreement. This is to ensure they are meeting the specification, service standards and key performance indicators and be a liaison between Council and the operator in satisfying their contractual responsibilities.

This approach enables interested third parties to submit a tender through a publicly advertised Request for Tender process. This process permits Council to prepare and submit an ‘in-house’ bid.

This approach may attract both not-for-profit and commercial operators to make submissions. The requirement to deliver services in accordance with a specification with service standards should assist in ensuring equity of access and reducing the likelihood of favouring one sporting code or user group over another having prime use of the venue.

However, with a third party operator, there is the potential to focus on income generating programs and services to the detriment of programs based on social inclusivity, and to save money through reduced customer service and asset maintenance.

Previous experience with external operators managing Council aquatic and recreation facilities has also shown a deterioration in asset condition with these not being maintained to a satisfactory standard. This has resulted in Council injecting substantial funds to rectify building maintenance items at the cessation of management contracts.

If the operator is not a Shoalhaven based entity, monies generated through the operation of the facility may flow out of the region.

Option 2 – Council Operate the Shoalhaven indoor Sports Centre In-House.

Council can determine to operate the facility through the engagement of Council staff who would directly manage this facility in-house. This could become part of the Swim and Fitness portfolio without the need to put out to a public request for tender or expression of interest.

Council has a proven track record and considerable expertise in the management and delivery of services across a broad range of service areas. There is staff expertise and skills within the existing Swim and Fitness Unit to manage and operate the Shoalhaven Indoor Sports Centre and provide Council will both the confidence and assurance that customer service and asset management will be a high priority to ensure the growth of the facility operations and the longevity of the asset for the community.

This would optimise the use of the facility as a multi-purpose indoor facility. Providing greater equity and access to a wide range of user groups. It would provide for the development of a range of public programs to build casual and regular usage, and offer targeted programs to vulnerable, at risk and marginalised groups under Councils community service obligations that may not otherwise be offered.

This option also provides Council with greater control and oversight, with flexibility to accommodate requests that may benefit the broader community interest such as events, supporting emerging sports or offering services to targeted groups or organisations.

Council is well placed to continue working collaboratively with the existing stakeholder groups. The design of the facility would allow office space to be provided to key stakeholder groups such as the Shoalhaven Basketball Association. In-house management would also be supportive of establishing partnerships with a range of other potential user groups and service organisations to enable them to have access to the facility as well as developing a range of public programs to build casual use.

The Tamworth Dome Sports Centre is managed by Tamworth Regional Council, they have entered into agreements with both the Basketball Association and Netball Association for them to have office space in the facility, and to block book courts for use by their association.

This Option would also enable a seamless transition to a management structure covering the whole of the proposed Shoalhaven community and Recreational Precinct in the future, whilst Options 1 & 3 would require either a novation or assignment capability.

The option also ensures a smooth transition from construction, Practical Completion, issuing of Construction Certificate through to Commissioning Hand Over Training & Operation (CHOTO) Fit-Out and soft opening.

Community Engagement

Should Council determine to proceed with a Request for Tender for the management and operation of the Shoalhaven Indoor Sports Centre, this will be publicly advertised with submissions being made via Tenderlink.

A RFT will offer opportunities for commercial entities, not for profit organisations and an in-house team to submit a tender and enable these to be assessed and evaluated against the criteria articulated in the RFT in an open, objective and transparent process.

Financial Implications

Costs associated with development of any RFT process, advertising and review of submissions will be funded from within existing budgets.

Staff resources and work plans within the Recreation, Community and Culture, and Business and Property Units would be reviewed and re-prioritised. This would allow staff time to be dedicated to the development of the required documentation and management of the process in accordance with Council’s procurement policy and procedures.

Any funding requirements for the management and operation of the Shoalhaven indoor Sports Centre arising from the outcome of these processes would be reported to Council along with recommendations arising from and RFT process.

Council staff have undertaken some benchmarking with comparable indoor sports facilities in regional areas. Centre financial performance is linked to a number of variables which include:

· Size of facility,

· Complexity of facility such as specialist flooring, heating, ventilation and air conditioning systems

· Facility mix – number of courts, crèche, café, meeting & multi-use spaces etc., whether the facilities form part of a larger complex – e.g. with outdoor courts and sports fields or linked with an indoor leisure centre including pools and gyms,

· Number of days of operations, and length of opening hours,

· Visitation,

· Pricing methodology for fees and charges, appetite to apply user pays principles and consideration for community service obligations,

· Overheads – such as electricity, water, insurance, maintenance, security, telephone charges etc.,

Some aspects of the centre will be under a 12-month defect liability period or a 12-month warranty period, some of servicing costs may be covered, hence it will be difficult to establish some maintenance and operating costs in the initial period of operation. Similarly electricity charges will be based on usage and will be difficult to forecast in the initial start-up period. Staff costs will be dependent on the number of days of operation, the length of opening hours and the types of bookings, events and programs offered.

Review of available information indicates a subsidy of between $40,000 and $60,000 per court per annum is required for an established / mature operation. This assumes that all four (4) would be available for use, however at the Shoalhaven Indoor Sports Centre the show court would not be routinely available for casual bookings and may therefore impact on this estimate.

Until the centre has been fully operational for a period of 2 – 3 years it is difficult to forecast the level of subsidy with some certainty, hence a potential subsidy of between $200,000 - $300,000 should be anticipated. Once a pattern of use and operation is established this information can be used to develop the business potential further and forecast budget performance more accurately.

Risk Implications

Transition Period – Practical Completion – Commissioning Hand Over Training & Operation (CHOTO) – Opening

Options 1 may lead to an extended transition period from building Practical Completion to operation. This transition will need to be carefully managed to ensure there are no undue delays in opening the venue.

Defect Liability Period, Warranties and Fit-Out Timeline

Once Practical Completion is achieved, a 12-month Defect Liability period commences. It is essential that the Project Manager and building contractor are kept formally informed of defects and performance issues with the building. There is the risk that with an external operator these will not be communicated expediently enabling them to be rectified which may have a longer-term effect on the building.

Similar a number of plant and equipment items will be under a 12-month warranty and servicing period and it is essential that an external operator has in place a scheduled planned and preventive maintenance program to ensure warranties on plant and equipment are not compromised.

Compliance

The Council may not achieve Practical Completion status in terms of compliance. For example, the Food Premises Policy in relation to kitchen fit-out may not be issued until this area is complete. This may be subject to the operator funding the fit-out of these areas prior to operations; however, this will not be aligned to Practical Completion and may delay the issuing of an Occupation Certificate.

Accessibility

With such a substantial investment from Council into the project, the community will be expecting a shared use of the facility and equal access to the benefits it will provide. An external operations model may result in disappointment among community members where access is either not attainable and / or affordable as access will be at the discretion of the external operator. This will need to be considered in any Management Agreement. The requirement to ensure higher levels of community access will result in higher operational costs.

Management Experience

Appointing an appropriately experienced operator with the capability and proven track record in managing facilities will maximise the potential of the centre and minimise Council’s financial risks, comply with legislative requirements, particularly related to WHS, Award provisions and Industrial requirements.

Financial Risk

By putting the management and operation of the centre out to the market, Council is able to evaluate submissions, and any management fee implications for Council.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 65

SA17.210 Review of Council Policies - Finance

HPERM Ref: D17/250184

Group: Finance Corporate & Community Services Group

Section: Finance

Attachments: 1. POL16/165 Acceptance of Tenders - Reports to Council (under separate cover) ⇨

2. POL16/199 Rates and Other Monies - Delegation of Authority to Write Off (under separate cover) ⇨

3. POL16/202 Revenue - Pensioner Rates and Charges - Arrears and Interest (under separate cover) ⇨

4. POL16/203 Revenue - Stormwater Management (under separate cover) ⇨

5. POL16/206 Sale of Land to Recover Unpaid Rates and Charges (under separate cover) ⇨

6. POL16/153 Plant Replacement Reserve (under separate cover) ⇨

7. POL16/119 Revenue - Debt Recovery Policy (under separate cover) ⇨

8. POL16/186 Investment Policy (under separate cover) ⇨

9. POL16/200 Revenue Hardship Policy (under separate cover) ⇨

10. POL16/201 Revenue - Overdue Interest Rate (under separate cover) ⇨

11. POL16/187 Jerberra Payment Relief Policy (under separate cover) ⇨

12. POL16/265 Local Preference Policy (under separate cover) ⇨

Purpose / Summary

All public policies are to be submitted to Council within 12 months of the election of Council. Twelve public policies relate to Finance. Eleven policies have been reviewed and are presented for adoption by Council. One policy, Plant Replacement Reserve POL12/143, is presented for rescission and listing as a Corporate Procedure for internal use by staff.

Recommendation (Item to be determined under delegated authority)

That Council

1. Adopt the following policies, as amended

a. POL16/119 Revenue – Debt Recovery Policy

b. POL16/165 Acceptance of Tenders – Reports to Council

c. POL16/186 Investment Policy

d. POL16/187 Jerberra Payment Relief Policy

e. POL16/199 Rates and Other Monies – Delegation of Authority to Write Off

f. POL16/200 Revenue – Hardship Policy

g. POL16/201 Revenue – Overdue Interest Rate

h. POL16/202 Revenue – Pensioner Rates and Charges – Arrears and Interest

i. POL16/203 Revenue – Stormwater Management

j. POL16/206 Sale of Land to Recover Unpaid Rates and Charges

k. POL16/265 Local Preference Policy

2. Rescind the following poicy and list it as a Corporate Procedure for internal use by staff:

a. POL 16/153 Plant Replacement Reserve

Options

1. Adopt the recommendations as written.

Implications: Nil

2. Not adopt the recommendations and give further instruction to staff.

Implications: Staff will need to redraft the affected policies.

Background

Minor tracked changes have been made to the following policies:

1. POL16/165 Acceptance of Tenders – Reports to Council

2. POL16/199 Rates and Other Monies – Delegation of Authority to Write Off

3. POL16/202 Revenue – Pensioner Rates and Charges – Arrears and Interest

4. POL16/203 Revenue – Stormwater Management

5. POL16/206 Sale of Land to Recover Unpaid Rates and Charges

These are shown in the attachments. The changes relate to updating the currency of wording and titles, and to reflect current practices. General formatting changes have also been included.

POL16/153 Plant Replacement Reserve

The policy, POL16/153 Plant Replacement Reserve, is recommended to be rescinded and adopted as a Corporate Procedure as it details an operational process. No changes have been made to the processes. The existing policy, as attached, has been updated to show changes in wording and titles. The name would change from Policy to Procedure.

POL16/119 Revenue – Debt Recovery Policy

The main change to the Policy is the addition of provisions for Accounts Receivable. Previously, the Policy only referred to Rates, though the same practice applied to other invoiced amounts, including caravan and food shop accounts. The change formalises existing practice by including receivables in Council’s debt recovery policy. Other changes relate to updating the currency of wording and titles and to reflect current practices.

POL16/186 Investment Policy

At Council’s Ordinary Meeting (MIN17.221) held Tuesday 28 March 2017, the following resolution was adopted:

That Council instruct CPG Research and Advisory Pty Ltd, its investment advisors, to give preference to investing SCC funds with financial institutions that do not invest in, or finance, the fossil fuel industry where:

1. Council’s investment is compliant with its ‘Investment Policy’.

2. The investment rate of interest is equivalent to other similar investments that may be on offer to Council at the time of investment.

3. A briefing be provided to Councillors, at the end of financial year 2016/17, to assess the results of this moderate divestment strategy

Changes have been made to the Investment Policy to reflect this resolution.

In addition, changes recommended by CPG Research and Advisory Pty Ltd have been made to section 4(d) Credit Quality Limits of the Policy, namely: the adoption of consensus rating in the event of a split rating, where possible; and an increase to the portfolio holding limit from 30% to 60% for the BBB category to address the dual impact of a downgrade to second-tier banks, due to increased property risk, and accommodation of Council’s resolution.

POL16/200 Revenue – Hardship Policy

The Policy has been updated to include a reference to the provisions of Section 601 of the Local Government Act 1993 for circumstances where ratepayers experience hardship paying increases in rates that result from valuation changes. Other changes relate to a change in the format of the Statutory Declaration required and updating the currency of wording and titles, and to reflect current practices.

POL16/201 Revenue – Overdue Interest Rate

The change to this Policy relates to cross-referencing the Revenue Hardship Policy and the Jerberra Payment Relief Policy.

POL16/187 Jerberra Payment Relief Policy

The addition to the Policy streamlines the approval process for eligible ratepayers who meet the requirements of the previous year’s hardship approval and have agreed to the revised amount for the current rating year. Other changes relate to adding the Hardship Rate Relief Application Form to the Policy and the changed format of the Statutory Declaration required, as well as updating the currency of wording and titles, and to reflect current practices.

POL16/265 Local Preference Policy

The change to this policy has been made to accommodate procurement actions in which Council participates as part of the Illawarra Shoalhaven Joint Organisation.

Community Engagement

There is no statutory requirement to publicly exhibit any of the policies contained in this report. Council may choose to do so should they consider any changes of significance.

Policy Implications

Rescinding POL16/153 Plant Replacement Reserve and making it a Corporate Procedure will more accurately reflect its intent as an administrative and operational tool.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 68

SA17.211 June 2017 Quarterly Budget Review

HPERM Ref: D17/258582

Group: Finance Corporate & Community Services Group

Section: Finance

Attachments: 1. Quarter Review Report - June 2017 (under separate cover) ⇨

Purpose / Summary

In accordance with Regulation 203(1) of the Local Government (General) Regulation (2005), the responsible accounting officer must prepare and submit to Council a budget review statement after the end of each quarter. This has been carried out for the fourth quarter of the 2016/17 financial year.

Recommendation

That Council

1. Receive and endorse the June Quarterly Budget Review Report and budget “Carry Forwards”;

2. Adopt the Revotes, as recommended in the June Quarterly Budget Review document

Options

1. Adopt the recommendation

Implications: Nil

2. Not adopt the recommendation and make an alternative resolution

Implications: Staff will need to rework the quarterly budget review in accordance with the alternative resolution.

Background

The budget review involves an analysis of Council’s annual budget for each Group to confirm the revoting of funds to 2017/18. This process has been undertaken for the period to 30 June 2017 and any changes have been reported in the Quarterly Budget Review Document. This report also analyses the progress of each group in achieving their financial objectives.

2016/17 Budget Results

General Fund

Summary of General Fund 2016/17 Budget Result

In its General Fund, Council’s underlying position at the end of the financial year was softer than expected at the start of the year. While there was a shortfall in capital grants and contributions, this was partly offset by the advance part payment of the 2017/18 Financial Assistance Grant. Despite the shortfall of revenue, the increase in expenses was largely due to the inclusion of an extra week’s employee benefits expense than budgeted (53 weeks vs 52 weeks) and increased spend on maintenance over the year.

The combined impact of these factors is reflected in the table in the difference between the Net Operating Result and the Operating Result before Capital Grants and Contributions and the deterioration in operating performance and unrestricted cash movement between the Adjusted Budget and the expected year-end Actuals:

The impact of these factors is also reflected in the Indicators for the General Fund, with the Underlying Operating Performance Ratio below that of 2015/16 but an expected improvement to the Asset Maintenance Ratio.

It is important to remember that the above indicators are preliminary results only. Year end adjustments relating to the discounting of employee leave entitlements, adjustments to provisions and other year end reconciliations and movements will affect the final results and the final indicators for the 2016/17 financial year. These results will be audited and published in Council’s Annual Financial Statements.

Income

As at 30 June, General Fund achieved 92.0% of the Adjusted Budget at June. Removing the impact on income of the $5.86M advance payment of the Financial Assistance Grant, General Fund ended the year at 91.8% of the Adjusted Budget.

The key reason for the underperformance on income was a shortfall of $16.8m for capital grants and contributions. These grants were approved in 2016/17 but will not be received till 2017/18 and are included among the carry forwards.

Ignoring the budget lines for income recorded as capital grants and contributions and for net gains form the disposal of assets (+$2m), General Fund ended the year close to the March revised budget (98.4%).

Operating Expenditure

General Fund ended the year at 101% of the June Adjusted Budget.

The main reason for this result was the realignment of the treatment of salary expense over the financial year (53 weeks) compared to a budgeted expense for 52 weeks, adopted at the time to faciltate comparision to prior years. The change in treatment was adopted to better align with accounting standards; the impact of the change contributed approximately $1.2M or 0.5% to operating expenses in 2016/17.

Non-Operating Expenditure

Council’s delivery of capital works for General Fund has steadily increased over the last three years. During the 2014/15 financial year, Council capitalised $46.5M of capital works. The preliminary results for General Fund indicate a capitalisation of $52.6 million.

Despite the growth in Capital Expenditure over time, it is 56% of the June Adjusted Budget (excluding commitments) at 30 June 2017, largely due to project delays. The main reasons are:

· Delay in the contract for Council’s new business system ($2.4M)

· Shoalhaven Indoor Sport Complex ($3.2M) Package tenders have been let. Additional funding in 17/18 financial year for project to be undertaken.

· Ison Park amenities upgrade ($685K). Practical completion estimated during the first quarter of 17/18.

· Livvi’s place Mollymook access playground ($876K). Practical completion during second quarter of 17/18

· Ulladulla Netball courts currently going to tender ($277K). Works to be completed ahead of the 17/18 Netball season

· Ratepayer funded works in Jerberra estate ($3M).

· Flinders Road ($6.4M). There have been delays with design and relocation of utilities. A time extension was approved by both State and Federal Governments to permit the project to span multiple financial years. Estimated completion is December 2017.

· Assorted movements between operational and capital budgets, to better align the type of spend between the categories ($6M)

Works in Progress – 2016/17

Carry forward projects are works spanning more than one financial year that were substantially commenced in 2016/17. The projects only need to be noted by Council.

The net carry forwards for General Fund for 2016/17 total $15.2M.

The increase in revenue carry forwards is related to capital grants and the timing of year-end processes. A reconciliation is in progress for all grants and, when completed, the grant amounts owing will be charged to deferred debtors for collection.

Some of the major projects being carried forward are:

Project	Amount	Comment
Flinders Road full length widening	$6.4M	Works progressing
Shoalhaven Indoor Sport Centre construction	$3.2M	Contracts awarded
Corporate Business Systems	$2.9M	Contract under negotiation
Naval College Road widening	$953K	Works progressing
Turpentine Road Black Spot	$766K	Works nearing completion
Lake Conjola Boardwalk	$556K	Works nearing completion
Worrigee Streetscape upgrade	$510K	Works progressing
Pedestrian Signals Princes Hwy and Junction St	$296K	Design finalised with RMS
Grey’s Beach boat ramp	$257K	Works commenced
Croziers Road bridge replacement	$197K	Contract awarded

A full list of the projects being carried forward can be found in the main Quarterly Budget Review document.

Asset Sales

Asset sales are at 96% of the June Adjusted Budget, with sales of industrial lands exceeding forecast, partly offset by less than expected asset sales associated with landfill and transfer station operations.

Revotes – 2016/17

Revoted projects are those with no (or minimal) expenditure in 2016/17. These require formal adoption by Council to continue funding into the 2017/18 financial year. The net revotes for General Fund are $2.1M.

Some of the significant projects included in the revotes are:

· Tourism Unspoilt Campaign (joint project) $474K. This amount is the sum of all Councils in the South Coast for the marketing campaign. It has a grant approved, dollar for dollar, from Destination NSW.

· Frogs Holla Sporting Complex – Wastewater upgrade $100K. The design has been finalised after significant rock was found in the first design.

· Branch Out Library Grant $140K

· Human Resources (3 projects) $160K. A Salary System review ($50K) is the first project, and has already commenced. The second project ($60K) is for a Leadership development program and the final project is a Learning Mangement System ($50K) where software is being reviewed.

A full list of the projects being revoted can be found in the main Quarterly Budget Review document.

Water Fund

Summary of Water Fund 2016/17 Budget Result

The budget adopted by Council produced an operating profit of $1M, an operating profit before Capital Grants and Contributions of $27K and an increase in cash and cash equivalents of $8.7M. The preliminary results at year-end are favourable, with operating income exceeding adjusted budget and operating expenses on target. The capital program is progressing well with a number of projects substantially underway at year end.

The following indicators are preliminary results only. Year end adjustments relating to the discounting of employee leave entitlements, adjustments to provisions and other year end reconciliations & movements will create the final results and the final indicators for the 2016/17 financial year. These results will be audited and published in Council’s Annual Financial Statements.

Actual spend on capital works for the Water Fund has been steady for the last two years. Large projects undertaken this year include: Porters Creek dam remediation, mains replacement program and the meter replacement program.

The June Quarterly Budget Review Statement details the recommended budget adjustments with comments on these adjustments and any significant variances. Below is a summary of the adjustments and results to date.

Income

As at 30 June, Water Fund has achieved 112% of the revised budget. This variance of $3,418M is mainly due to an increase in water consumption with warmer weather and higher interest income.

The June Quarterly Budget Review Statement recommends an increase of $979K. This adjustment mainly relates to the increased number of section 64 contributions received in the last quarter.

Operating Expenditure

Water Fund is on target with operating expenditure at 99.8% of the revised budget.

A decrease of $182K is recommended for this review. This decrease mainly relates to a transfer between water and sewer fund for shared business services of $191K.

Non-Operating Expenditure

Capital Expenditure as at 30 June is 77% of the revised budget (excluding commitments).

The original Water Fund capital budget was $22,489K. This was revised during the year to $17,563K. The final expenditure for the financial year was $13,491K, which represents 77% of the revised budget. A carry forward of $3,090k is required for this review. The carry forward relates to the Burrill Lake to Lake Tabourie water main replacement and a number of smaller capital projects.

Carry forward projects for the Water Fund have been:

2015/16 2016/17

Non-Operating Expenditure $1,038K $3,090K

Asset Sales

Asset sales is at 93% of the revised budget. There is an adjustment of $156K recommended to the Water Fleet Reserve as sales proceeds exceeded forecast.

Sewer Fund

Summary of Sewer Fund 2016/17 Budget Result

The budget adopted by Council produced an operating profit of $12.2M, an operating profit before Capital Grants and Contributions of $11.2M and a reduction in cash and investments of $6M. The preliminary results at year-end are favourable, with the operating result exceeding adjusted budget. The capital program is progressing well with an adjustment of $1,929K required to non-operating expenditure to be carried forward to 2017-18.

Actual spend on capital works for the Sewer Fund has substantially increased in 2017. The large projects undertaken this year include: REMs and the trunk main at Milton/Ulladulla.

Income

As at 30 June, Sewer Fund has achieved 103% of the revised budget. This variance of $1,596K is mainly due to the following:

· Wastewater availability and usage increased due to new assessments

· Trade waste income increased with higher usage

· Reforecasting of interest received, due to changes in the timing of capital disbursements.

An increase of $1,231K is recommended for this review. This adjustment mainly relates to the increased number of section 64 contributions received in the last quarter.

Operating Expenditure

Operating Expenditure as at 30 June is 96%. This variance of $1,454K is largely reflected in the operations and maintenance of mains, pumping stations and treatment works.

An adjustment of $432K is recommended for this review. The major adjustments include a transfer between water and sewer fund for shared business services of $191K and interest on loans.

Non-Operating Expenditure

The original sewer capital budget was $71,499K. This was revised during the year to $38,185K. The final expenditure for the financial year was $35,567K, which represents 93% of the revised budget. A carry forward of $1,929K is required for this review. The carry forward mainly relates to the REMs project.

Carry forward projects for the Sewer Fund have been:

2015/16 2016/17

Non-Operating Expenditure $2,733K $1,929K

Asset Sales

Asset sales are at 100% of the revised budget. An adjustment of $77K is recommended to the Sewer Fleet Reserve as sales proceeds exceeded the forecast.

Council’s Groups

General Manager’s Group

The recommended budget changes, revised budget and result to date for the General Manager’s Group are summarised below, details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

General Manager’s Comments:

Overall a favourable result. Revenues achieved were close to the Adjusted budget. Actual Operating expenditure was less than budget. Asset Sales exceeded projections which has increased the Land Development Reserve for future subdivision stages at Flinders and Woolamia, which are planned to proceed in 2017/18.

Finance, Corporate and Community Services

The recommended budget changes, revised budget and result to date for the Finance, Corporate and Community Services Group are summarised below, details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

Group Director’s Comments:

Our swimming pools have had a fabulous summer, with the exceptional weather generating a significant increase in revenue. Additionally, the new pool at Nowra has attracted new customers to the facility. An ongoing cost reduction initiative across all major pools has seen reduced operational costs during the year and allowed for lower budgeted costs for 2017/18.

The capital projects (non-operating expenditure) being delivered have not progressed as quickly as planned due to a number of factors. The Carry Forward projects are listed earlier in this report.

Planning, Environment and Development Services

The recommended budget changes, revised budget and result to date for the Planning, Environment and Development Services Group are summarised below, with details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

Group Director’s Comments:

The revotes/carry forwards relate mainly to grants. Income not yet received and expenditure that has been recently committed is tied to grants such as the Shoalhaven Flood Levee repairs and the Lower Shoalhaven and St Georges Basin Flood Studies.

The end of year result for the group, although assisted by greater than expected income has resulted in an overall net increase in costs of approximately $482,000. This is attributable, in part, to the following factors:

· High levels of development activity, staff shortages and legal cases have required the engagement of fixed-term officers and contract planners/building surveyors to keep the applications and appeals running at acceptable levels. These costs exceed $370,000 but were offset in part by additional income.

· We have been involved in extensive legal cases many in relation to appeals with resultant legal expenses exceeding budget estimates by $265,000.

· There was higher than average public liability/workers compensation costs in the group that exceeded budget by over $120,000.

· There has been an increase in costs in the Ranger Section due to both due to additional commmittments at Christmas (eg. Hyams Beach), activities at the Nowra Showground and the accelerated approach to barking dogs (which was not successful in securing additional funding in 17/18 budget), together with increased direct charges from NSW Government for penalty notice management which was previously deducted from income received. These additional costs exceed $100,000.

It has been difficult to maintain satisfactory levels of customer service with the level of development activity currently being experienced, which would have suffered more significantly, if these actions had not been undertaken.

Small Lot Rural Subdivision

Nebraska Estate: $69,333 remains for progressing rezoning investigations.

Verons Estate: The $150,000 borrowed in 2006 to fund the rezoning investigations has been fully spent. A total of $25,000 has now been transferred from the Strategic Planning Consultants budget, which has been over spent by $1,413. This will need to be recouped from the landowners at a later date. Further transfer(s) may be necessary to complete the project.

Road investigations and construction: The balance of the roadwork design budget for Nebraska Estate for 2016/2017 is $10,646. The balance of the construction budgets for Jerberra, Verons and Nebraska Estates for 2016/2017 are $2.94M, $4,351 and $13,519 respectively.

Assets and Works

The recommended budget changes, revised budget and result to date for the Assets and Works Group are summarised below, details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

Group Director’s Comments:

Revenue for the group is tracking close to budget. There is an increase in grants funds and this has seen an increase above the forecast budget in roads and traffic areas.

Operating expenditure is tracking well and each Section of the Assets and Works Group operated close to budget, with operational expenditure being 102% of budget at $135.6M.

A significant capital program was delivered in 2016/17 at $51M. Major capital projects completed included Turpentine Road, while others that were grant funded commenced, such as the upgrade of the full length of Flinders Road (Federal Blackspot and Heavy Vehicle Productivity). Despite significant wet weather periods, a number of major road upgrades have been completed such as Albatross Road, Greenwell Point Road stage 1, Culburra Road and Beach Road renewal.

Another key project is the Shoalhaven Indoor Sports Centre. Zauner construction have been undertaking the procurement of Trade packages and these have been endorsed by Council with a construction budget of approximately $10.7M allocated by Council for 2017/18. The fit-out budget is required.

The Lake Conjola boardwalk is nearing completion and the northern Ulladulla Harbour boat ramp upgrade and jetty continues.

Stormwater Levy

Spending against the Stormwater Levy is 64% of budget.

Group Director’s Comments:

Major works were recently completed on James Crescent at Kings Point. Two key projects have been tracking behind the target completion dates. One is Bolong Road drainage at Bomaderry, due to the significant utilities and complex construction, and the second one is St Andrews Way, Coolangatta, due to land matters.

Special Rate Variation

Spending against the Special Rate Variation is 54% of budget.

Group Director’s Comments:

Renewal and funding of the full scope of Sussex Inlet streetscape was resolved by Council through the adoption of the additional funds from the new Special Rate Variation in 2017/18, and the full package of works is now being tendered. Coolangatta Road and Naval College Road works are under construction by contractors and are tracking well. Matron Porter Drive path also continued with construction in the direction of Mollymook. This will create a link between the villages.

Shoalhaven Water

The recommended budget changes, revised budget and result to date for the Shoalhaven Water (General Fund) Group are summarised below, with details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

Group Director’s Comments:

The Shoalhaven Water General Group is operating on target, with revenue at 106% of budget and operational expenditure at 97% of budget. The increase in operating income and operating expenditure relates mainly to the communication towers.

Water Fund

The recommended budget changes, revised budget and result to date for the Shoalhaven Water (Water Fund) Group are summarised below, with details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

Group Director’s Comments:

The Water Fund result was positive for Council, with the operational expenditure at 99.5% and revenue higher than current revised budget. The adjustment to revenue relates to Section 64 income tracking higher than expected with increasing developer activity. The variance in income of $3,418K is reflective of higher interest income, water usage due to drier weather conditions this year and section 64 income from high development activity. The capital program is at 93% of budget and requires an adjustment of $397K this quarter. These adjustment mainly relates to the transfer of funds from the plant reserve to purchase essential equipment. A carry forward of $3,090K is required.

Sewer Fund

The recommended budget changes, revised budget and result to date for the Shoalhaven Water (Sewer Fund) Group are summarised below, with details of the adjustments and variances are included in the June Quarterly Budget Review Statement.

Group Director’s Comments:

The Sewer Fund result was positive for Council, with operational expenditure at 96% of budget and revenue above the current revised budget. The adjustment to revenue relates mainly to Section 64 income tracking higher than expected with increased developer activity, new connections and trade waste income from higher usage. The adjustment to operating expenses relates mainly to an adjustment to the reallocation of administration expenses from the Water Fund. The capital program is at 98% of the revised budget and requires a small adjustment this quarter. These adjustments mainly relate to the transfer of funds to the Sewer Fund plant reserve. A carry forward of $1,929k is required.

Financial Implications

The June Review has resulted in a projected cash deficit budget for General Fund only. Council will need to be mindful of the situation and not introduce new works or services unless a funding source is clearly identified.

Council may also need to review its methods of funding in light of the June Review result.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 103

SA17.217 Crown Lands Negotiation Program

HPERM Ref: D17/244525

Group: Assets & Works Group

Section: Business & Property

Purpose / Summary

To advise Council of the Crown Lands Negotiation Program, the next phase in the legisative reform process associated with the Crown Lands Management Act 2016.

Recommendation (Item to be determined under delegated authority)

That the report be received for information.

Options

1. Adopt the recommendation

Implications: Council is able to receive advice on the Crown Lands Negotiation Program, the next phase in the legisative reform process associated with the Crown Lands Management Act 2016.

2. Propose an alternative and provide further direction to staff.

Background

The legislative reform process which led to the passing into legislation of the Crown Lands Management Act 2016 in November 2016, has been the subject of a number of reports to Council including the most recent update in a report to Strategy & Assets Committee on 13 June 2017 (D17/151835).

Council has been actively engaged in this process through:

a. A detailed submission on the Crown Lands White Paper in June 2014 (D16/191670);

b. Lodgement of a submission with the then Minister For Natural Resources, Lands and Water which asked that Shoalhaven City Council be considered as a participant in the proposed pilot program to consider the preferred management outcomes in relation to Crown lands in New South Wales (D14/135706); and

c. The making of a submission to the Upper House enquiry into Crown land (D16/215722) and the giving of sworn evidence by the General Manager to the Upper House enquiry held in Nowra in August 2016.

The Minister chose not to invite Shoalhaven City Council to participate in the initial pilot program and went ahead with the pilot with Tweed, Tamworth, Northern Beaches (formerly Manly, Warringah and Pittwater Councils) and Federation (formerly Corowa and Urana Shires) Councils. The initial pilot program continues and is now actively involved in the Crown Lands Negotiation Program to determine how best Crown land can be managed including identification of the most appropriate land holder to achieve the most positive social, economic, cultural and environmental benefit for the people of NSW whilst retaining land of State significance.

The Minister for Lands and Forestry has now written to all Councils and local aboriginal land councils inviting participation in the next phase of the Crown Land Negotiation Program with a specific request that Council consider submitting an expression of interest (EOI) for that purpose (D17/228566).

The program involves a voluntary multi-party land assessment and negotiation in areas within NSW between the NSW Government, the NSW Aboriginal Land Council, the relevant Local Aboriginal Land Council (there are four in the Shoalhaven including Jerrinja, Nowra, Ulladulla and Batemans Bay) and local government council.

The EOI can be lodged by Council alone or as a joint submission with one or a number of the local area aboriginal land councils. The application is to be lodged on-line with a closing date Friday 18 August at 5pm. It is anticipated that up to six new areas will be added to the negotiation program each year commencing in this current financial year.

The invitation to submit an EOI for participation in the Crown Lands Negotiation Program was considered at a meeting of staff on 19 July 2017 when it was decided to make contact with all four (4) local Aboriginal land councils to determine their level of interest in joining with Council in the submission of a joint EOI as has been strongly advocated by the Minister:

a. The goal of the program is to ensure that Crown land is held by the most appropriate landholder to achieve the most positive social, economic, cultural and environmental benefit for the people of NSW by:

i. Recognising the importance of land to Aboriginal people and supporting sustainable spiritual, cultural, environmental and economic benefits for Aboriginal people by transferring appropriate Crown land to Local Aboriginal Land Councils through Aboriginal Land Agreements.

ii. Recognising the best use of Crown land by local communities by transferring appropriate locally significant land to local councils under the Crown Lands Act for their ownership and management under the Local Government Act (LOCAL LANDS).

iii. Supporting the continuing beneficial use of state significant land by all people of NSW by identifying and retaining ownership and management of appropriate Crown land under the Crown Lands Act (STATE LANDS).

iv. Delivering greater certainty to the NSW Government about Crown land in NSW.

b. The program will involve voluntary multi-party land assessment and negotiation between the NSW Government, the NSW Aboriginal Land Council, the relevant Local Aboriginal Land Council and the relevant local government council.

c. The Minister has written to Local Aboriginal Land Councils inviting EOIs to participate in the program.

d. The Local Aboriginal Land Council(s) and local government council may wish to make joint applications (the Minister encourages joint applications).

Jerrinja and Nowra Aboriginal Land Council have responded positively and Council await feedback from the other land councils.

The consensus view is that Shoalhaven City Council should pursue “a seat at the table” to participate in the Crown Lands Negotiation program sooner rather than later so that Council is able to seek clarity around all of the reforms offered by the Crown Lands Management Act 2016, to understand all of the implications associated with the definition of State significant and local land, to develop a robust working relationship in good faith with the local Aboriginal Land Councils and to introduce an element of certainty about managing the part of the Crown estate considered to be the responsibility of local government as a result of agreements which arise from the negotiation program.

Shoalhaven City Council should be well regarded in terms of the characteristics of the LGA which recommend it for inclusion in the negotiation program:

· It has 33,000ha of Crown land (7% of the LGA);

· It has two (2) coastal harbours at Greenwell Point and Ulladulla;

· It has twelve (12) Holiday Parks on Crown land;

· It has 111 Crown reserves under trust management;

· It has 59 Crown reserves under care, control and management;

· There are 631 Crown land tenures within the LGA;

· It has Jervis Bay State Park;

· It has eleven (11) cemeteries on Crown land; and

· It has about 800km of Crown roads within the LGA.

It is acknowledged that participation in this program will, more likely than not, require a commitment by Council in terms of resource allocation. Whilst staff can have informal discussions with Crown land personnel about the resourcing requirements apparent from the work of the initial pilot program, there is an element of secrecy surrounding that program because it is understood that the participants are bound by confidentiality agreements.

Initially, Council can be represented in the negotiation program by say two (2) senior staff (perhaps with assistance from one or a number of their own staff) provided that the adequacy of such an arrangement is kept under constant review and that Council will undertake to consider alternative resourcing should the need arise.

It should be noted that there will be a requirement that participants in the negotiation program have authority delegated to them to make decisions and to bind their respective organisations to those decisions although it is acknowledged that further clarification on these types of governance issues must first be obtained.

Council is well paced to make this commitment given the significant amount of work already carried out on the strategic review of land holdings within the LGA including Crown land.

Council will make an application for inclusion in the Crown Lands Negotiation Program (applications close 18 August) and use its best endeavours to secure an agreement(s) with the local Aboriginal land councils that the land councils partner with Council in seeking approval to participate in the program in 2107/18.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 106

SA17.218 Better Boating Now - Round Two Projects

HPERM Ref: D17/254020

Group: Assets & Works Group

Section: Asset Management

Attachments: 1. Better Boating Now Funding Program Round 2 - Mail Merge ⇩

Purpose / Summary

To recommend projects for funding under Round Two of Transport for NSW Better Boating Now Program noting that the funding closing date is 20 August 2017.

Recommendation (Item to be determined under delegated authority)

That the following projects (in priority order) be submitted for Round Two of the Better Boating Now Program:

Priority	Description	Estimated Cost
Completion of uncompleted Round One projects due to budget shortfall
1	Woollamia Regional Boat Ramp – additional 3rd ramp and dividing finger pontoon	$730,000
Projects identified and unfunded in Round One of the Regional Boating Plan
2	Shoalhaven Heads - Wharf Road Boat Ramp upgrade and provision of a dividing pontoon	$750,000
3	Callala Bay Boat Ramp (Ramp widening plus dividing walkway)	$500,000
4	Myola Boat Ramp (Ramp widening plus dividing pontoon plus carpark sealing	$600,000
Projects that are shovel ready (design completed)
5	Berringer Lake Foreshore Reserve	$200,000
6	New facility Havilland Street Lake Conjola (Stage One)	$1,909,979
7	Greenwell Point Effluent Pump out facility & floating pontoon	$200,000
Total		$5,359,979

Options

1. Adopt as recommended

2. Nominate an alternative priority list

Implications: The projects must have high community benefit value to be supported by Transport NSW.

Background

Transport for NSW has called for nominations for projects for funding under Round Two of the NSW Better Boating Now Program.

Projects funded under Round One were:

Location	Project
Greys Beach North Nowra	Upgrading of boat ramp manoeuvring area and provision of additional pontoon (in progress)
Woollamia	Provision of floating pontoon and walkway (in progress)
Huskisson	Upgrading of main wharf and provision of floating pontoon
Dent Street Huskisson	New paddle craft launching facility (in progress)
Sanctuary Point	New boat launching ramp and car park
Sussex Inlet	Upgraded car park at Lions Park boat ramp
Fishermans Paradise	New pontoon (in progress)
Lake Conjola West	Detailed design of a new boat launching facility
Aney Street Lake Conjola	Concreting of natural launching ramp and walkway (in progress
Ulladulla Harbour North	Upgraded boat launching ramp and walkway (in progress)

$3,748,000 of Council works were funded by Round One (from a total funding pool of $35M) with Shoalhaven City Council being the highest recipient of funding in NSW.

A budget of $17 million has been budgeted by the State Government for Round Two. If funding was distributed on a similar basis to last year, Council could receive in the vicinity of $1,900,000 for boating projects.

Applications for funding under Round Two will be assessed against the following criteria:

1. Impact on boating experience including:

· whether the project was identified as a priority project during consultation on the Regional Boating Plans, but was not funded under Round One

2. Value for money including:

· estimated project cost and level of financial and/or in-kind contribution from the applicant

3. Capability, capacity and timeframe to deliver the project

Recommended Priority Criteria

A) Completion of unfinished Round One projects due to budget shortfall

This includes:

· Woollamia Regional Boat ramp - Provision of a 3^rd launching lane and dividing pontoon which is considered as of being a high priority.

· Ulladulla Harbour North – In response to community consultation detailed design was completed for provision of an additional low level landing at the existing jetty however these items could not be included within the current budget allocation. Due to the impending completion of the upgraded adjoining boat ramp, these works are not considered to be of a high priority relative to other projects.

B) Projects identified and unfunded in Round One of the Regional Boating Plan

The following projects are identified as priority projects by Transport for NSW:

· Shoalhaven Heads (Wharf Road) upgrade and pontoon, noting that the existing ramp is in poor condition

· Callala Bay Boat ramp widening, noting that the existing two lane ramp is too narrow and there is a disconnect with the adjacent jetty.

· Myola ramp widening and pontoon, noting that the toe of the ramp has experienced structural failure. Site specific consultation has been undertaken and agreement has been reached on the proposed scope of works with the relevant CCBs for these 3 projects.

C) Projects that are shovel ready (design completed)

These projects are:

· Lake Conjola (Havilland Street) – New facility. Whilst this project has strong community support, it may not be considered as value for money due to the high capital cost relative to other projects

· Berringer Lake – Foreshore car and boat trailer parking upgrade has the support of the local CCB

Community Engagement

Council contacted all CCB’s and identified boating stakeholder groups and provided them with a list of 71 possible projects.

A copy of the communication sent to stakeholders and list of identified eligible projects is provided as an Attachment.

Submissions were received as follows:

Association	Nominated Project	Comment
Shoalhaven Heads Community Forum	a) Wharf Road boat ramp upgrading including provision of a pontoon down the middle b) Extension of the length of the River Road boat ramp	a) Identified as a priority project under Round One b) Not considered to be a high priority relative to other projects
Currarong Bowling and Recreation Club – Amateur Fishing Club	Provision of a second walkway	Identified by Council as an eligible project but not considered to be as high a priority relative to other projects.
Culburra Bowling and Recreation Club – Amateur Fishing Club	Upgrading of the western boat ramp by demolishing the existing (non user friendly) jetties and provision of a floating pontoon down the middle	Identified by Council as an eligible project and considered to be a relative high priority compared to other projects but not nominated. However, not designed yet and should be considered in future application.
Callala Bay Progress Association	Upgrading of the Callala Bay boat ramp that would involve widening of the ramp and provision of a walkway down the middle	Identified as a priority project under Round One
Callala Beach Progress Association	Upgrading of the boat ramp to a two lane ramp and provision of a pontoon down the middle.	Identified as a priority project under Round One
Vincentia Residents and Ratepayers Association	a) Request extension to Plantation Point boat ramp b) Minor improvements to the Holden Street boat ramp	a) Identified by Council as an eligible project however would be very expensive as it would require a suspended ramp for considerable length to reach adequate water depth. No investigation or design undertaken. b) Parking is very limited and the site is very exposed to adverse weather conditions. Encouragement of more use at this location is not recommended

Policy Implications

Recent resolutions adopted by Council are:

Sussex Inlet (Wilson Corlis Reserve) MIN 16.563 – 26 July 2016

That Council:

a) Accept the petition from residences/community members in respect of the reinstatement of the public wharf/jetty previously located in Wilson Corlis Reserve (off Sandpiper Way) Sussex Inlet.

b) Give consideration to investigating the reinstatement of the public wharf/jetty

c) If and when this infrastructure is reinstated for replacement apply for funding from the Better Boating grants program for any investigations and future approved reinstatement works.

Note: This project is not considered a high priority relative to other projects to improve the boating experience and meet the guiding criteria. Advice has been provided to a community representative to apply for funding directly.

Greenwell Point Wharf MIN 16.496c - 28 June 2016

a) Council prepare options for the replacement of the timber jetty with a multi-purpose facility (public and commercial) at an estimated cost of $200,000. To be located approximately where the existing Council owned timber wharf is located, with preferred option being a floating pontoon with a sewage pump out facility and the community be consulted after the draft options have been adopted by Council;

Note: Provision of a pump out facility is a high priority for the Crookhaven Estuary. Preliminary investigation and an environmental assessment has been completed for this site.

b) The Council Waterways Infrastructure Plan to be amended to include this pontoon facility as a priority at this location and an application for funding be made to the State Government at the appropriate time.

Note: This project is not considered as a high priority relative to other projects to improve the boating experience.

Berringer Lake Foreshore and Boat Launching Ramp 20 October 2015

a) Council proceed with routine maintenance on the Berringer Lake boat launching ramp reserve with work funded from the Waterways Minor Improvement Program budget;

b) Undertake survey, design and community consultation for a low-level upgrade of the reserve with a view of works being funded by the future Better Boating Now/Regional Boating Plan Program.

Note: This project is recommended

Financial Implications

Council’s ten year financial plan provides for the following Council/Delivery Partner contribution to the Better Boating Now funding Program over the next 3 years:

Financial Year	Amount
2017/18	$50,000
2018/19	$51,000
2019/20	$52,000
Total	$153,000

The funding guidelines specify that grants are available up to 75% of the estimated project cost. Council’s contribution of $153,000 for $5,359,979 project value is less than the 25% required, although there is some discretion for the funding rate to be varied.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 111

Council Reference: 50287E (D17/209507)

To whom it may concern

Funding Program Round 2 – Better Boating Now

Council has been notified by Transport for NSW that applications for funding under round 2 of the NSW Better Boating Now Program are now open.

Projects funded under Round 1 were:

· North Nowra – Greys Beach – upgrading of boat ramp (in progress)

· Woollamia – Provision of floating pontoon ( In progress)

· Huskisson –upgrading of main wharf and provision of floating pontoon

· Huskisson (Dent St) – New paddle craft launching facility ( in progress)

· Sanctuary Point – New boat launching ramp and car park

· Sussex Inlet – Upgraded carpark at Lions Park Boat Ramp

· Fisherman’s Paradise – New pontoon (in progress)

· Lake Conjola- West - detailed design of a new boat launching facility

· Lake Conjola (Aney Street ) – concreting of natural launching ramp

· Ulladulla – Upgraded Boat launching ramp and walkway (in progress)

Council has identified a number of potential projects that may be eligible for future funding and are listed below. Boating improvement projects at Shoalhaven Heads, Callala Bay and Myola are already identified by Transport for NSW as being priority projects for Round 2 funding as they were identified during the Round 1 assessment but were not funded at the time. Please peruse the list and provide suggestions for any additional projects by 31 July 2017.

Unfortunately, not all projects will be funded, but Council will consider submissions based on issues that include project cost, safety benefits, environmental benefits and improvement to usability and the boating experience.

Project nominations will be considered by the elected Council at its August 2017 Strategy and Assets meeting in order to meet the funding closing date of 20 August 2017.

Further information on the recreational boating infrastructure-funding program can be found at:

www.rms.nsw.gov.au/maritime/projects/boating-now/index.html

Please note that organisations other than Council can submit applications for funding.

Waterway	Town/Village	Location	Project

Broughton Creek	Bolong	Backforest Rd	Concrete natural ramp
			Formalise parking
	Berry	Beach Rd	Improve carpark
			Provide pontoon /jetty
Shoalhaven River	Shoalhaven Heads	River Rd	Extend ramp toe
		Wharf Rd	Upgrade Ramp
			Provide Pontoon
		Hay Ave	Provide Pontoon
			Upgrade car park
	Nowra	Wharf Rd	Upgrade Ramp
			Upgrade Wharf
	North Nowra	Greys Beach	Upgrade carpark
Crookhaven River	Greenwell Point	Main foreshore	Provide Effluent pump out facility
		West St	Provide Pontoon
	Crookhaven Heads	Prince Edward Ave	Provide Pontoon (west ramp)
			Upgrade East Ramp
	Orient Point	Orsova Ave	Widen ramp to two lanes
Lake Wollumboola	Culburra Beach	West Cres	Concrete/seal entrance
Currarong/Ocean	Currarong	Yalwal St	Upgrade surge poles
			Provide additional walkway
		Warrain Cres
Jervis Bay	Huskisson	Currambene St
	Woollamia	Frank Lewis Way	Provide 3rd lane & pontoon
			Extend wharf upstream
			Provide boat lift out facilities
	Myola	Catherine St	Widen ramp to 2 lanes
			Provide Pontoon
			Upgrade gravel carpark
	Callala Bay	Boorawine Terrace	Extend jetty investigation/design
			Jetty extension
			Boat Ramp extension
			Widen Boat ramp
	Vincentia	Plantation Point	Extend ramp into water
St Georges Basin	Wrights Beach	Fisher St	Formalise carpark
	Erowal Bay
	Sanctuary Point
	St Georges Basin	The Basin Rd	Concrete natural ramp
			Upgrade jetty
		Island Point Rd
	Basin View	Basin View Pde	Provide floating pontoon
Sussex Inlet/SGB	Sussex Inlet	Neilson Lane	Expand/upgrade carpark
		Chris Creek/River Rd	Extend Ramp
			Provide pontoon/jetty
		Sussex Rd	Upgrade carpark
			Provide pontoon
		Lakehaven Drive	Upgrade ramp
		Wilson Corlis Reserve	Provide new jetty
Swan Lake	Cudmirrah	The Springs Rd	Upgrade ramp
			Formalise gravel carpark
Bendalong/Ocean	Bendalong	Boronia St	Upgrade ramp
			Upgrade carpark
Lake Conjola	Lake Conjola West	Havilland St	Construction (inc Carpark)
		Sandra St
		Aney St
		Valley Drive	Upgrade gravel ramp
		Entrance Rd	Upgrade gravel carpark
	Berringer Lake	Berringer Cres	Upgrade carpark/Access
Narrawallee Creek	Narrawallee	Normandy St	Upgrade gravel carpark
Ulladulla Harbour	Ulladulla	Wason St	Upgrade concrete ramp (South)
			Extend pontoon
			Upgrade carpark (South)
		Crescent St	Upgrade Jetty
Burrill Lake	Burrill lake	Moore St Reserve	Concrete gravel ramp
		Maria Ave	Upgrade ramp
			Formalise gravel carpark
	Kings Point	James Cres	Provide Jetty/Pontoon
			Formalise ramp/carpark/Access
Lake Tabourie
Bawley Point/Ocean	Bawley Point	Tingara Ave
Kioloa/Ocean	Kioloa	Scerri Drive	Improve Breakwall
			Carpark Improvements

If you need further information about this matter, please contact Michael Strachan, Assets & Works Group on (02) 4429 3276. Please quote Council’s reference 50287E (D17/209507).

Yours faithfully

Martin Upitis

Acting Director Assets and Works

30/6/2017

Strategy and Assets Committee – Tuesday 15 August 2017

Page 114

Name	Contact	Address Line 1	Address Line 2	Email	Salutation
Basin Villages Forum	The Secretary	PO Box 37	ST GEORGES BASIN NSW 2540	christinemrigg@gmail.com	Ms C Rigg
Bawley Point & Kioloa Community Association Inc.	The Secretary	C/- Bawley Point Newsagency Shop 3 83 Voyager Cres	BAWLEY POINT NSW 2539	liza.butler@live.com.au	Ms Butler
Bay and Basin Community Resources Inc	The Secretary	18 Sanctuary Point Road	SANCTUARY POINT NSW 2540	spycc@shoalhaven.net.au	Ms Smith
Berry Forum	The Secretary	165C Bong Bong Rd	BERRY NSW 2535	berryforum@hotmail.com	Mr Coughlan
Budgong Community Group	The Secretary	172 Paddington St	PADDINGTON NSW	budgongcommunitygroup@yahoo.com.au	Mr A Cooke
Callala Bay Community Association Inc	TheTreasurer	PO Box 14	CALLALA BAY NSW	mardun44@bigpond.com	Mr Duncan
Callala Beach Progress Association Inc	The Secretary	PO Box 2	CALLALA BAY NSW	secretary@callalabeach.org.au	Ms Sierant
Cambewarra Residents and Ratepayers Association	The Secretary	PO Box 178	CAMBEWARRA NSW	gailstebbings@westnet.com.au	Ms Stebbings
Conjola Community Association	The Secretary	102 Lakeside Drive	LAKE CONJOLA NSW	conjola.community@lakeconjola.org	Ms E Caswell
Culburra Beach Progress Association Inc.	The Secretary	PO Box 135	CULBURRA BEACH NSW	culburrabeachprogress@hotmail.com	Mr Shimmen
Currarong Community Association Inc.	The Vice President	60-62 Walton Way	CURRARONG NSW	sec@currarong.org.au	Mr J Harrington
Fishermans Paradise Volunteer Group	The Secretary	c/- 30 Anglers Parade	FISHERMANS PARADISE NSW		Mr S Hudson
Get To The Point Program Inc.	The Secretary	PO Box 68	GREENWELL POINT NSW	greenwellpoint@gmail.com	Mrs Williamson
Huskisson Woollamia Community Voice	The Secretary	PO Box 65	HUSKISSON NSW	exec@hwcv.org.au	Mr S Murphy
Hyams Beach Villagers Association Inc	The Secretary	14 Tulip Street	HYAMS BEACH NSW	loishsparkes@gmail.com	Ms Sparkes
Kangaroo Valley Community Association Incorporated	The Secretary	PO Box 6089	KANGAROO VALLEY NSW	keithbarb09@gmail.com	Ms V McIntyre
Murramarang Progress Association Inc.	The Secretary	PO Box 295	BATEMANS BAY NSW	armpell@bigpond.com	Ms R Madigan
Orient Point Progress Association	The Secretary	PO Box 250	CULBURRA BEACH NSW	orientpt@bigpond.net.au	Mr Castellan
Pride of Bomaderry CCB	The Secretary	c/- G Wilbraham Bomaderry Bowling Club locked Bag 3008	BOMADERRY NSW 2541	prideofbomaderry@gmail.com	Ms McGuffie
Redhead Villages Association	The Secretary	PO Box 2015	BENDALONG NSW	robyn_ralph@hotmail.com	Mrs Robyn Ralph
Shoalhaven Heads Community Forum	The Secretary	PO Box 14	SHOALHAVEN HEADS NSW 2535	shoalhavenheadsforum@gmail.com	Ms Robyn Flack
Sussex Inlet Community Forum	The Secretary	130 River Road	SUSSEX INLET NSW 2540	ullmurra@bigpond.com	Ms Drummond
Tabourie Lake Ratepayers and Residents Association Inc	The Secretary	c/- Tabourie Lake Post Office	TABOURIE LAKE NSW	TabourieLakeRatepayersResAssn@shoalhaven.nsw.gov.au	Mr D Swarts
Tomerong Community Forum	The Secretary	PO Box 1100	TOMERONG NSW 2540	tomerongforum@hotmail.com	Ms K Child
Vincentia Ratepayers and Residents Association Inc	The Secretary	PO Box 149	VINCENTIA NSW 2540	vrra.ccb@gmail.com	Dr Gaffey
Wandandian Progress Association Inc	The Treasurer	D2631 Princes Highway	WANDANDIAN NSW 2540	secretary@wandandian.org.au	Mrs J Fox
Basin Lure and Fly Anglers	The Secretary	PO Box 2096	BOMADERRY NSW 2541	neilkelly3@bigpond.com	Mr Kelly
Culburra Beach Amateur Fishing Club	The Secretary	9 Eastwood Ave	CULBURRA BEACH NSW 2540	lawrie@live.com.au	Mr Nash
Currarong Fishing Club	The Secretary	7 Fishery Rd	CURRARONG NSW 2540		Mr Pullbrook
Heads Hotel Fishing Club	The Secretary	PO box 15	SHOALHAVEN HEADS NSW 2535	michelle.nellestein@bigpond.com	Ms Nellestein
Jervis Bay Cruising Yacht Club Inc	The Secretary	PO Box 34	CAMBEWARRA NSW 2540	info@cowmanstoddart.com.au	Mr Cowman
Jervis Bay Divers Club Inc	The Secretary	PO Box 2	HUSKISSON NSW 2540	lyn@oceantrek.com.au	Ms Cleary
Jervis Bay Game Fishing Club	The Secretary	PO Box 56	HUSKISSON NSW 2540		Mr Issa
Lake Conjola Bowling & Recreation Club	The Secretary	3 Allunga Pl	NARRAWALLEE NSW 2539		Mr Hastings
Makai Paddler's Society Inc	The Secretary	PO Box 4040	BURRILL LAKE NSW 2539		Mr Watkins
Mollymook Fishing Club	The President	49 Golden Wattle Dr	ULLADULLA NSW 2539		Mr Craft
Mollymook Outrigger Canoe Club	The Secretary	PO Box 813	ULLADULLA NSW 2539	elizabethlamont@bigpond.com	Ms Lamont
Nowra Sport Fishing Club Inc	The Secretary	PO Box 2079	BOMADERRY NSW 2541	rhanson7@bigpond.com	Ms Hanson
Nowra Waterdragons Outrigger & Canoe Club	The Vice President	270 Illaroo Rd	NORTH NOWRA NSW 2541	ernesto@panucci.info	Mr Panucci
Shoalhaven Canoe & Kayak Club	The Secretary	Unit 1/68 Owen St	HUSKISSON NSW 2540	paul@refire.com.au	Mr Offner
Shoalhaven Dragon Boats Club Inc	The Secretary	PO Box 329	BERRY NSW 2535		Ms Foscolo
Shoalhaven Gamefishing Club	The Secretary	PO Box 5	GREENWELL POINT NSW 2540	craig@murphyfamilyfunerals.com.au	Mr Murphy
Sussex Inlet Family Fishing Carnival Inc	The Secretary	PO Box 155	SUSSEX INLET NSW 2540	jrsussex@bigpond.com	Mr Kinsey
Sussex Inlet River Dragons Inc	The Vice President	343 Sussex Inlet Rd	SUSSEX INLET NSW 2540		Mr Whitwell
Sussex Inlet RSL Club Ltd	The Secretary	29 Cormorant Ave	SUSSEX INLET NSW 2540		Mr D Woodbridge
Ulladulla & Districs Community Forum	The Secretary	56 Princes Highway	ULLADULLA NSW 2539	ulladullaforum@gmail.com	Ms Cameron
Ulladulla Game Fishing Club Inc	The Secretary	PO Box 204	ULLADULLA NSW 2539	dongoswell@bigpond.com.au	Mr Goswell
Vincentia Sailing Club Inc	The Secretary	PO Box 57	VINCENTIA NSW 2540	Howard.Carter@bigpond.com	Mr Carter

Strategy and Assets Committee – Tuesday 15 August 2017

Page 116

SA17.219 Relief for Homelessness in Shoalhaven - Temporary Housing Solutions as Pathways to Formalised Housing - Tiny Homes and Temporary Emergency Housing

HPERM Ref: D17/174358

Group: Planning Environment & Development Group

Section: Strategic Planning

Attachments: 1. Shoalhaven Homelessness Interagency Position Paper ⇩

Purpose / Summary

To report on homelessness solutions that potentially provide temporary emergency housing and a pathway to permanent housing in response to previous Council resolutions.

Recommendation (Item to be determined under delegated authority)

That:

1. With respect to Tiny Homes:

a. In association with relevant State Members, approach the RMS regarding the lease of their properties at 95 to 99 East Street, Nowra to facilitate a Tiny Homes approach.

b. Further investigate the contamination issues associated with the Council owned land at 60 Worrigee Street, Nowra and take the necessary steps to determine its ability to actually be developed for the use.

c. Approach relevant private landowners to ascertain their willingness to be involved in a Tiny Homes approach, with the initial focus being 42 to 48 North Street and 36 & 38 Osborne Street, Nowra.

2. With respect to temporary emergency housing:

a. Not proceed further with the Flinders Estate site due to its isolated nature.

b. Collaborate with relevant not for profit organisations (community housing providers, churches and others) to identify suitable land in the vicinity of Nowra for the provision and operation of a permanent homelessness shelter.

3. The actions in this regard be advanced and reported back through the Shoalhaven Homeless Taskforce

Options

1. Adopt the recommendation.

Implications: Provides a potential way forward in this regard that can continue to be investigated and advanced.

2. Adopt and alternative recommendation.

Implications: Depending on what is recommended this could require further investigations, assessments or consideration.

Background

Following on from Mayoral Minutes, Council carried two (2) resolutions relating to homelessness in Shoalhaven and providing potential solutions or opportunities for homeless individuals to transition into formalised housing.

The solutions resolved for investigation are Tiny Homes, and temporary emergency housing within the Flinders Estate.

Tiny Homes

The Council resolution of 25^th October 2016 relating to Tiny Homes – A Pathway to Affordable Housing reads:

That Council consider the following recommendations:

1. Council adopt the principles of the Tiny Home’s Foundation - seeking to create innovative ways to alleviate homelessness.

2. Council identify land that could be used for a Tiny Home’s project, taking into consideration proximity to services and report back to a future meeting.

3. Council acknowledge that any Tiny Homes project that might possibly be embarked upon needs to be done in collaboration with housing and human services, other levels of government and the community at large.

4. Council receive a presentation from Tiny Homes.

In carrying the resolution, parts 1 and 3 were effectively actioned.

Part 4 of the resolution was actioned when David Woodridge from the Tiny Homes Foundation on the Gosford Model for Tiny Homes briefed Council on 28^th November 2016.

During the briefing presentation, the Tiny Homes Foundation’s Gosford case study and the process followed to provide Tiny Homes was discussed. In particular, the Development Application process followed in this case was highlighted, including the definition of Tiny Homes as ‘boarding houses’. As part of this, the theoretical approach used for the Gosford project, ‘Housing First’, was discussed and identified as an important component of providing housing solutions to address homelessness.

The idea of ‘Housing First’ incorporates offering permanent, affordable housing as quickly as possible for individuals and families experiencing homelessness, and then provides the supportive services and connections to the community-based supports people need to keep their housing and avoid returning to homelessness. Tiny Homes was identified as a means of providing the necessary shelter for homeless individuals for a ‘temporary’ period and as a pathway to a permanent living solution such as public housing.

Council staff have since undertaken research and consultation with a local community housing provider (Southern Cross Housing) and the Homelessness Interagency (an agency that works with people that are homeless and aims to reduce both the incidence and impact of homelessness in the community) to determine holistic best practice approaches in assisting homeless people.

The Position Paper – Homelessness in the Shoalhaven prepared by the Homelessness Interagency in this regard is Attachment 1 to this Report.

The research demonstrated that services to support people who are currently, or are at-risk, of becoming homeless are best provided through a system of care approach that involves a variety of sectors including criminal justice, child welfare, health care, education, housing and homelessness services. Holistic and wrap-around services that are personalised to the individual or family’s needs and allow for multiple entry points along a continuum of supports and services are ideal. These services may be specialised with programs for homeless people or they may be broad services (health services, libraries, treatment facilities etc.) that are geared to anyone who needs them. Governments, charitable organisations, faith communities and/or the non-profit sector may provide these services.

There are varieties of types of services and support systems that are required to help an individual transition from homelessness. Based on the Housing First approach, housing support is provided in the following ways:

1. Emergency Shelters – provide respite from living on the street or support to those who have no options regarding a place to live. They can include violence against women shelters, or shelters designed for people experiencing homelessness.

2. Transitional Housing – allow for a period of adjustment and higher-level support. This could include second-stage housing for women and families fleeing violence, halfway houses for ex-offenders, culturally appropriate housing for Aboriginal persons, newcomers to the area, or housing to help long-term shelter users adjust to independent living. The Tiny Homes Model fits within this category.

3. Permanent Housing - that is affordable and suitable for the individual or family. In some cases, this includes permanent supportive housing or housing with access to a variety of community support systems.

Ideally, a community will have a variety of shelter options available to suit the unique needs of their clientele/community.

Due to the limited availability of the essential support services in areas like Bomaderry and Ulladulla, it was initially determined that Nowra would be the focus of the investigation for a suitable potential Tiny Homes site.

Distance to three of the essential services was then used as the baseline to determine the suitability of various sites for a Tiny Homes project. These three services include homeless services (including the Homeless Hub, Centrelink and community facilities), medical services (including hospitals, medical centres, public health) and public transport (Stewart Place Bus Terminal, and bus stops that connect to the CBD Bomaderry train station).

The criteria adopted is as follows:

- Land that was generally within walking distance (400-800m) from the identified three key services

- Council owned land that was vacant

- Planning considerations – zoning, land classification, surrounding land uses and other constraints. As per the Gosford model, ‘boarding houses’ was used as the land use definition.

Out of 266 properties owned by Council in Nowra, 116 are being used for a public purpose including car parking, community facility, sports ground, water reservoirs and the like. Out of the remaining properties only three (3) were vacant, located within walking distance to key services and in an appropriate zone. Only two (2) of these properties are currently classified as operational.

Staff briefed Council on the site identification process and the three remaining properties on 23^rd February 2017. The following is an overview of the three properties in question.

Council Land Options

Option 1 – 60 Worrigee Street

This site is located at 60 Worrigee Street (corner of Burr Avenue) and is shown in Figures 1 and 2. The site is approximately 347.3m² and is within close proximity and walking distance from the identified key services - average walk of 300-450m to homeless services; 20-950m to health services; and 315m to public transport.

The site is zoned B4 Mixed Use under Shoalhaven Local Environmental Plan (SLEP) 2014 which permits the land use ‘boarding house’ with consent, and has an operational classification. The site was originally acquired for road widening purposes (provision for 90 degree angle car parking), and as part of that process a soil analysis was undertaken which identified the soils as being potentially contaminated. The analysis indicated that the level of contamination was above the residential with garden / accessible soils threshold, but below the threshold for residential with restricted soil access (i.e. fully and permanently paved yard space).

Remediation of this site involving removal of contaminated soil to an off-site waste facility would be required a Tiny Homes project was proposed on this site.

This is the preferred site for a potential Tiny Homes project due to its close proximity to the Nowra CBD and key services, noting that the contamination issue will require further consideration and resolution

Figures 1 and 2 – Photo and Aerial of 60 Worrigee Street

Option 2 – 76 Wallace Street

This site is located at 76 Wallace Street as shown in Figure 3 and 4. The site is approximately 2,244.74m². Being on the eastern side of the highway, this site is quite distant in terms of walking distance from the identified key services - average walk of 1.4-2km to homeless services; 2.7km to health services; and 1.5km to public transport.

The site is zoned R2 Low Density Residential under SLEP 2014 which permits the land use ‘boarding house’ with consent, and has an operational classification (for future extension of Lyrebird Sports Park).

Although this site is a possible option, it is quite distant from key services.

Figures 3 and 4 – Photo and Aerial of 76 Wallace Street

Option 3 – Lot F Worrigee Street

This site is located at Lot F Worrigee Street, which is located behind No. 2 Worrigee Street. The site is approximately 972.77m² and is part of the larger Nowra Showground as shown in Figures 5 and 6 below. The site is generally within walking distance to some identified key services - average walk of 630-750m to health services; 760-960m to homeless services; and over 1km to public transport.

The site is zoned R1 General Residential under SLEP 2014 which permit the land use ‘boarding house’ with consent, and has a community classification. Whilst the site is generally within walking distance to the identified key services, the community classification would be problematic in enabling a Tiny Homes use. Additionally the site is somewhat hidden and to the rear of existing residential properties. This site is generally not favoured for these reasons.

Figures 5 and 6 – Photo and Aerial of Lot F Worrigee Street

Alternative Options

Other options identified as part of this process are a number of blocks located on East Street (Princes Highway) that are currently owned by NSW Roads and Maritime Services (RMS) and provide for the longer term upgrading of the highway. These include 95, 97, 99, 111, 123, 125 East Street. The walking distance to the identified key services are on average 1km, in addition they zoned to permit ‘boarding house’ land uses. These sites were identified as a possible opportunity due to their large size and accessibility.

Of the RMS owned sites, the initially preferred one for this type of use is 95 to 99 East Street (three lots). This site is the closest one to the CBD (is on the corner of Douglas Street and East Street/Highway), is relatively large (2,938 sq. m) so the Tiny Homes could be set back away from the road and it has access via Douglas Street.

In addition, a recent example of a Tiny Homes project in Victoria involved the State Road Authority (VIC Roads). The role of VIC Roads was providing a large site within proximity to the CBD under a free leasehold arrangement for two years to provide transitional housing arrangements to cope with homelessness in Melbourne CBD.

There are other large landholdings within the CBD on Bridge Road, North Street and Osborne Street, some of which are currently vacant. However, these are privately owned. The zoning of these properties is B4 Mixed Use under SLEP 2014 under which the land use ‘boarding house’ is permissible with consent. Depending on the future plans of the owners and their timing, these sites could be a possibility under a leasehold arrangement. The preferred location in this regard is the six (6) vacant lots on North Street (between Collins Way and Osborne Street).

Possible Way Forward

Given the above commentary, should Council still wish to pursue a Tiny Homes model within Nowra it is recommended that the following process be followed (in terms of ranking/prioritisation):

Option 1 In association with relevant State Members, approach the RMS regarding the lease of their properties at 95 to 99 East Street, Nowra to facilitate a Tiny Homes approach.

Option 2 Further investigate the contamination issues associated with the Council owned land at 60 Worrigee Street, Nowra and take the necessary steps to determine its availability.

Option 3 Approach relevant private landowners to ascertain their willingness to be involved in a Tiny Homes approach. The land at 42 to 48 North Street and 36 & 38 Osborne Street, Nowra would be a logical initial focus.

The three options can be pursued at once so as not to lose further time, although it is noted that a budget may be required in regard to Option 2.

Depending on the ultimate availability of these sites decisions will need to be made at the appropriate point on the next steps including consultation to be undertaken with surrounding owners/broader community, the number of Tiny Homes to be pursued (suggest maximum 5/6) and the construction and management model to be followed.

Emergency Housing – Flinders Estate

The Council resolution of 26^th April 20417 regarding Identifying Land for Temporary Shelter for the Homeless – Flinders Estate reads:

That Council investigate the land at Flinders Estate for its suitability to commence a project to create temporary emergency housing for homeless people within the Shoalhaven.

Site Assessment

The site in question is located at Lot 38 DP 802671 Norfolk Ave South Nowra and is shown in Figure 7 below. The site is approximately 3.76ha in size and is located within and on the edge of the Flinders Industrial Estate, adjacent to existing industrial and other business activities.

Lot 38 DP 802671

Figure 7 – Site under investigation for temporary emergency housing

As part of the assessment to determine the suitability of the site for a temporary emergency housing project, Council staff considered access to required services and planning controls. In addition, a preliminary Social Impact Assessment (SIA) was undertaken which found:

- The subject site is located in an industrial estate and as such is relatively isolated.

- The isolation associated with this site poses a number of concerns including:

o No support services within close proximity (walking distance) which may assist people moving from homelessness to having appropriate shelter;

o Limited public transport;

o Prolong the impact of homelessness;

o Inconsistent with Council’s social justice principles; and

o Further exclusion and feeling of ‘not belonging in mainstream society’.

The SIA indicates that further investigations of this site should be undertaken prior to moving forward with an emergency housing project. This includes comprehensive stakeholder engagement, detailed risk analysis of the proposed site and business model, and detailed Crime Prevention Through Environmental Design analysis.

The subject site is zoned IN1 General Industrial, RU2 Rural Landscape and SP2 Infrastructure (Sewerage System) under SLEP 2014. The land use is likely to be defined as either ‘boarding house’ or ‘hostel’ in which case both these land uses are prohibited within these zones. In addition, State Environmental Planning Policy (SEPP) (Affordable Housing) 2009 does not apply in this instance as the IN1 and RU2 zones are not listed as ‘prescribed zones’, meaning that the SEPP cannot be applied.

Providing a land use of this type in this area also creates potential land use conflict with adjoining industrial zoned land in regards to noise, odour, traffic and the like. The subject site is also affected by bushfire, and clause 7.21 Development on land in the vicinity of the Western Bypass Corridor of SLEP 2014.

A Planning Proposal to rezone the subject site to a zone that permits the land use would be inconsistent with Council’s Planning Proposal (Rezoning) Guidelines as the rezoning is not consistent with strategy; an anomaly; or minor in nature.

Considering the social and planning considerations discussed, this site is not recommended as a suitable temporary emergency housing location.

Way Forward

Since the Council resolution of 26^th April 2017, a temporary emergency shelter has been established at the Wesley Centre for the winter of 2017 (1 June to 30 September) and is being operated by ‘Safe Shelter Shoalhaven’ (collective of local Council, community and local churches).

As such, the immediate need for an emergency shelter has been met by this great initiative. However, what is required is perhaps a further permanent homelessness shelter in Nowra that provides a longer-term option that can accommodate up to 10-12 people on a nightly basis.

Ideally, this permanent shelter should be within the immediate vicinity of the Nowra CBD given the location of existing support services. As noted above in the discussion on Tiny Homes, there are limited Council owned sites that are potentially suitable for a permanent use of this nature.

Thus as a way forward, it is recommended that Council consider collaborating with relevant not for profit organisations (community housing providers, churches and others) to identify whether they hold suitable land in the vicinity of Nowra CBD and are interested in collaborating in the provision and operation of an additional permanent homelessness shelter.

Additionally, it was recently announced that a local family had donated $400,000 to help buy a building in Nowra for use by the homeless. This is a significant, potentially ‘game changing’ donation that could lead to the actual establishment of an additional permanent homeless shelter.

Community Engagement

Tiny Homes

Should Council proceed with a Tiny Homes Project on 60 Worrigee or the other options identified above, then appropriate early community consultation should be undertaken at the appropriate point.

In providing a Tiny Homes Project more generally, lodgement of a Development Application will be required in which community consultation will occur as part of this process.

Temporary Emergency Housing

Should Council proceed with the site at Flinders Estate, the Social Impact Assessment has indicated that comprehensive stakeholder consultation must be undertaken with the homeless, key service providers, business and property owners in the area, and the police.

Generally

Depending on the option or options that Council resolves to pursue because of this report, it is also recommended that this issue be managed and taken forward through the Shoalhaven Homelessness Taskforce.

Policy Implications

Council’s role with respect providing housing solutions for homelessness involves facilitation. This can be undertaken in the form of research and identification of sites that are suitably located and appropriately zoned to enable the provision of one of these housing solutions, as undertaken for both the Tiny Homes and Temporary Emergency Housing sites.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 127

SA17.220 Endorsement for Exhibition - Draft Local Approvals Policy

HPERM Ref: D17/218117

Group: Planning Environment & Development Group

Section: Strategic Planning

Attachments: 1. Draft Shoalhaven Local Approvals Policy 2017 (under separate cover) ⇨

Purpose / Summary

To obtain Council endorsement to enable the public exhibition of the consolidated draft Local Approvals Policy (Attachment 1).

Recommendation (Item to be determined under delegated authority)

That Council:

1. Endorse the draft Local Approvals Policy at Attachment 1 for public exhibition.

2. Publicly exhibit the draft Local Approvals Policy for 28 days and receive comments for 42 days from the commencement of the exhibition period in accordance with Section 160 of the Local Government Act 1993.

3. Receive a future report following public exhibition to enable any submissions to be fully considered and any changes made prior to:

· Council adoption; and

· Subsequent process to obtain consent of the Chief Executive of the Office of Local Government for Part 1 of the Local Approvals Policy prior to finalisation.

Options

1. As recommended.

Implications: This is the preferred option as it will enable the draft Local Approvals Policy (LAP) to be placed on public exhibition and will give the community an opportunity to comment accordingly. The draft LAP consolidates all Council’s existing LAPs and some related policies in the format required by the Local Government Act 1993 (LG Act). The proposed citywide LAP will enable Council to meet its obligations under the LG Act.

2. Adopt an alternative recommendation.

Implications: This will depend on the extent of any changes and could postpone the implementation of a citywide LAP.

3. Not adopt the recommendation.

Implications: This could stop or postpone the implementation of a citywide LAP. This option is not preferred as a citywide LAP is a positive step in rationalising existing approaches to local approvals across Council. By not progressing the draft LAP, Council’s obligations under the LG Act will not be met.

Background

Section 68 of the LG Act specifies that certain activities can only be carried out with the local approval of Council under the provisions of that Act, except in the case of local or legislative exemptions.

Local approvals are different to development consents under the NSW Environmental Planning and Assessment Act 1979. A local approval may be required in isolation (e.g. where a land use/activity is exempt or permitted without consent) or in addition to development consent. Activities requiring local approval include: activities on community land, installation of sewage management systems, footpath dining, street stalls, installation of caravans/manufactured homes, mobile food vans, water supply, sewerage, stormwater drainage work etc.

A LAP is a policy prepared under the provisions of the LG Act that assists Councils in meeting their obligations relating to local approvals. A LAP must specify:

· Part 1: Exemptions - the circumstances (if any) in which a person would be exempt from the necessity to obtain a particular approval of the council.

· Part 2: Criteria - the criteria (if any) which the council must take into consideration in determining whether to give or refuse an approval of a particular kind.

· Part 3: Other Matters - other matters relating to approvals.

Council currently has a number of individual LAP’s across a number of Groups which vary in format and content, including:

· POL16/11 - Cross-Connection Control and Backflow Prevention.

· POL16/26 - Rural Wastewater Connection Policy.

· POL12/167 - Minor Mains Extension.

· POL16/27 - Rural Water Supply Policy.

· POL16/30 - Water Hydrant Standpipe Extraction Policy.

· POL16/268 - On-site Sewage Management.

· POL16/21 - Pressure Sewer System Policy - Backlog Sewerage Schemes.

· POL16/229 - Caravan Parks in Flood Prone Areas Policy.

· POL16/240 - Mobile Food Stalls or Vehicles and Temporary Food Premises.

· POL16/77 - Management of Mobile Food Vending Vehicles on Council Owned or Managed Land.

Whilst the LG Act does not require Council to have only one comprehensive LAP, the NSW Office of Local Government encourages the consolidation of existing policies to ensure consistency.

On 3 February 2015, Council’s Development Committee resolved (in part) to:

a) Review Council’s existing LAP’s and incorporate them into one Council-wide LAP in accordance with the Local Government Act 1993 requirements.

The draft LAP (Attachment 1) has been prepared with significant input from the relevant Groups of Council that issue local approvals. The draft LAP is a collation of:

· Content of existing LAPs (as detailed above) that is considered to be of ongoing relevance and suitable for inclusion based on the LG Act requirements.

· Content of, or reference to, existing related policies of Council.

- POL16/12 - Building Over Sewer Policy.

- POL17/57 - Private Functions on Public Reserves Policy.

- POL16/266 - Events Policy.

- POL16/17 - Liquid Trade Waste Discharge to Sewerage System Policy.

· New content to ensure criteria and advice is provided for all activities for which Council issues approvals, for example commentary on commercial use of public footpaths as per rescinded Development Control Plan No. 120 Commercial Use of Public Footpaths.

The draft LAP was made available for a two-week internal consultation period in July 2017 to enable further input from the relevant technical staff across Council. Comments were received from Shoalhaven Water, Environmental Services and Social & Infrastructure Planning. The comment received from these Groups has been incorporated into the draft LAP.

Conclusion

It is recommended that the draft LAP be placed on exhibition for community comment in accordance with legislative requirements. This will enable the consolidation of all Council’s existing LAPs and some related policies in the format required by the LG Act to progress to finalisation.

In accordance with the previous resolution (3 February 2015), Councillors will be briefed on the draft LAP prior to the exhibition.

Council will receive a future report to consider submissions and adopt the draft LAP, specifically Part 2 (Criteria) and Part 3 (Other Matters). As the draft LAP includes a local exemption for Ceremonies on Public Land (D6 Activity) under Part 1 (Exemptions), consent is required from the Chief Executive of the NSW Office of Local Government (OLG) for the adoption of that part following the adoption of the draft LAP by Council. Any changes required by OLG will be reported back to Council accordingly.

Community Engagement

The LG Act requires the draft LAP to be publically exhibited for a period of 28 days and receive comments for 42 days from the commencement of the exhibition period. Following public exhibition, a report will be prepared to consider submissions received during the 42 day period.

Policy Implications

At the commencement of the draft LAP, changes will be required to the content and status of current LAPs and policies of Council. It is expected that:

· All existing LAPs that are not included in the draft LAP will need to be reconsidered as policies of Council if they are to be retained. The exception is POL16/268 - On-site Sewage Management that has been absorbed into the draft LAP and will need to be rescinded as part of the adoption of the draft LAP.

· All existing polices will be retained with minor changes required to reflect the draft LAP.

Specific details about the modifications/rescission will be detailed in a future report to Council.

Financial Implications

There are no immediate financial implications for Council in reviewing the existing LAP’s and incorporating into one citywide LAP in accordance with LG Act requirements. Exhibition of the draft LAP will be resourced from the existing Strategic Planning budget.

Risk Implications

Under s77 of the LG Act, Council is required to bring the relevant matters relating to local approvals to the notice of intending applicants. In accordance with s.165 of the LG Act, all LAPs are automatically revoked 12 months after the declaration of the poll for a general election of the Council.

It would be in the best interest of Council to progress the draft LAP to enable Council to meet its obligations under the LG Act.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 158

SA17.225 Review of Shoalhaven Water Group Policies

HPERM Ref: D17/224090

Group: Shoalhaven Water Group

Section: Water Asset Planning & Development

Attachments: 1. POL16/97 - Backflow Prevention and Cross Connection Control Policy (under separate cover) ⇨

2. POL17/27 - Minor Mains Extension Policy (under separate cover) ⇨

3. POL16/81 - Building over Sewers Policy (under separate cover) ⇨

4. POL17/29 - Communications Site Rental - Community FM Radio Stations (under separate cover) ⇨

5. POL16/82 - Communication Site Charging Policy (under separate cover) ⇨

6. POL17/1 - Shoalhaven Water Debtor Management Policy (under separate cover) ⇨

Purpose / Summary

All public policies are to be submitted to Council within 12 months of the election of Council. The six public policies proposed for reaffirmation represent “Round 7” of this requirement in respect of the Shoalhaven Water Group responsibilities. A new policy is also proposed to better articulate those debt recovery activities previously contained within the annual Council Delivery Program and Operational Plan.

Recommendation (Item to be determined under delegated authority)

That Council

1. Change from a Local Approval Policy to a Public Policy and reaffirm with minor changes the following policies

a. POL16/97, Backflow Prevention and Cross-Connection Control

b. POL 17/27, Water and Sewer – Minor Mains Extension

2. Reaffirm the following Public Policies with minor changes

a. POL 16/81, Building Over Sewers Policy

b. POL 17/29, Communications Site Rental – Licenced Community Radio Stations

c. POL 16/82, Communication Site Charging Policy

3. Adopt the proposed policy POL17/1 – Shoalhaven Water Debtor Management Policy

Options

1. Adopt the recommendation as written.

Implications: Minor changes will assist for currency and clarity. There are no significant changes

2. Not adopt the recommendation.

Implications: Council can request further details, seek further community input or make other changes.

Background

The following existing policies are proposed to be adopted as Public Policies:

Backflow Prevention and Cross-Connection Control, POL16/97

This policy was originally adopted in February 1997 as Local Approval Policy, Cross-Connection Control and Backflow Prevention, to minimise risk to public health by protecting the quality of Council’s potable water supply from real or potential hazards. The proposed changes do not alter the intent nor implementation of the current policy and include:

· Changes to formatting and layout as a result of having a single Local Approvals Policy document

· Updates resulting from changes to State Government legislation

· Updates to definitions and hazard ratings

· Updates to requirements with regard to installation, maintenance and removal of backflow devices

· Clarification with regard to responsibilities of Council, plumbers and property owners

The required conditions have been incorporated into Councils Local Approvals Policy, as such it is proposed that this policy be adopted as a public policy.

Water and Sewer – Minor Mains Extension, POL17/27

This policy was originally adopted in 1999 as a Local Approvals Policy. There are only minor amendments to the text that do not alter the intent of the policy. The required conditions have been incorporated into Councils Local Approvals Policy, as such it is proposed that this policy be adopted as a public policy.

Building Over Sewers Policy, POL 16/81

This policy was originally adopted in 1997 to provide guidance to developers proposing to build close to or over Council owned sewers. The required conditions have been incorporated into Council’s Local Approvals Policy, which makes reference to this policy for further detail.

Communications Site Rental – Licenced Community Radio Stations, POL 17/29

This policy was originally adopted in 2006 to specify the criteria and methodology to charge communication tower site rental fees to those community radio stations that provide broadcasting services for Council community messages and recording of Council Meetings.

The changes proposed are only minor and do not change the intent of the policy.

Communication Site Charging Policy, POL 16/82

This policy was first adopted in 2014 to define the process of generating fees and charges for Shoalhaven City Council’s communication facilities.

A number of changes are proposed, primarily in the attachments to the policy as follows. These proposed changes are not considered significant.

In attachment A, changes are:

· The first column has been swapped with the final column so that the site level is listed first, and the last column is now the ACMA site number

· The table has been reordered by level

· An additional site level 5 has been added. This site level is for sites where the communications facility is on land owned by Council, but where the tower is not owned by Council

· Since the last policy review there has been a number of new sites. These have been added to the list, along with sites that are currently only used by Council, such as the Emergency Management Centre

· The Vincentia tower has been replaced by a taller tower and has been upgraded to a level 1 site

In attachment B, changes are:

· Discount multiplier for ground rental for a hut for a level 5 site has been increased from 0.9 to 1. This change is to reflect the site’s value to Council is primarily as a ground rental.

· Discount multiplier for rack space within a Council hut for a level 5 site has been increased from 0.9 to 1. This change is to cover the full cost of supplying space for radio equipment in the Council building where we are not recovering costs from the equipment on a tower.

The following new policy is proposed for adoption:

Shoalhaven Water Debtor Management Policy POL17/1

The policy is consistent with statutory requirements of the Local Government Act and Regulations, NSW Government directives, previous Council resolutions and the adopted Shoalhaven Water Customer Service Plan. It reflects industry practice relating to debt recovery activities and Shoalhaven Water’s utility obligations as an essential service provider.

Community Engagement

There is no statutory requirement to publicly exhibit any of the policies contained in this report. Council may however choose to do so should they consider any changes of significance

Strategy and Assets Committee – Tuesday 15 August 2017

Page 161

SA17.226 TM74 Sussex Inlet Watermain Replacement Jacobs Drive and River Road

HPERM Ref: D17/247604

Group: Shoalhaven Water Group

Section: Water Asset Planning & Development

Purpose / Summary

To inform Council of the tender process for TM74 Sussex Inlet Watermain Replacement Jacobs Drive and River Road.

In accordance with Section 10A(2)(d)(i) of the Local Government Act 1993, some information should remain confidential as it would, if disclosed, prejudice the commercial position of the person who supplied it. It is not in the public interest to disclose this information as it may reveal commercial-in-confidence provisions of a contract, diminish the competitive commercial value of any information to any person and/or prejudice any person’s legitimate business, commercial, professional or financial interests. This information will be considered under a separate confidential report.

Recommendation (Item to be determined under delegated authority)

That Council consider a separate confidential report in accordance with Section 10A(2)(d)(i) of the Local Government Act 1993.

Options

1. Consider the separate confidential report as recommended

2. Council amend the recommendation and consider in open Council

Implications: Council may diminish the competitive commercial values of the tenders received or prejudice the tenderers legitimate interests if these matters are discussed non-confidentially.

3. Council amend the recommendation

Implications: Council propose an alternative resolution. Depending on the resolution Council may not be able to deliberate on the tender process for the TM74 Sussex Inlet Watermain Replacement Jacobs Drive and River Road while giving consideration to all the available information.

Details

Introduction: Council, at its Ordinary Meeting on 16 December 2014, resolved to appoint a panel of contractors for mains construction works. The Panel comprises the following contractors:

i. Comdain Civil Construction Pty Ltd

ii. Murphy McCarthy & Associates Pty Ltd

iii. EL Civil Engineering Pty Ltd

iv. Ledonne Constructions Pty Ltd

v. Interflow Pty Ltd

vi. Hisway Pty Ltd

vii. Select Civil Pty Ltd, and

viii. Lynch Civil Contractors Pty Ltd.

The Panel was formed following an Expressions of Interest (EOI) process. The philosophy behind this approach was to identify suitably qualified contractors (based on a non-price assessment) to bid on a number of mains replacement packages over the next few years. This would enable a simplified assessment procedure whereby only price and assessment of project specific resourcing and construction methodology would need to be considered for the award of future works packages.

Background:

Shoalhaven Water, through its Asset Management Systems, has identified a series of DN300 white uPVC pipelines installed in the early to mid 1980’s. It has been the experience of Shoalhaven Water, and other water utilities across New South Wales, that this particular pipe type/size purchased at that time has a higher than average failure rate. It is proposed to replace these faulty uPVC mains with Polyethylene (PE) mains to reduce the risk of future failures.

The first DN300 white uPVC pipeline replaced under this program was two sections of Trunk Main 19 (one section in North Bendalong and one section in Manyana).

The second DN300 white uPVC pipeline being replaced is approx 6km of Trunk Main 27 between Burrill Lake to Lake Tabourie.

The third DN300 white uPVC pipeline proposed to be replaced is in three sections around the township of Sussex Inlet. One section is approx 880m along Jacobs Drive between 33 and 137 Jacobs Drive, another section is approx 660m along River Road between 166 River Road and 192 Jacobs Drive and the third section is approx 200m along Suncrest Ave between 100 Suncrest Ave and 146 River Road.

Records indicate that this section of main has broken 10 times from 2009 to 2016.

Tenders have been called and the award of a contract for the construction of the TM27 Lake Tabourie Watermain Replacement is now being presented to Council for determination.

Tenders Received

Tenders were invited from all contractors on the Panel on the 13 June 2017 for the construction of the TM74 Sussex Inlet Watermain Replacement Jacobs Drive and River Road with a mandatory pre-tender site meeting on 14 June 2017.

A Tender Evaluation Committee (TEC) was formed and a Tender Evaluation Plan (TEP) was developed for the tender analysis.

Tenders closed at 10am on 18 July 2017 with a total of five (5) tenders received by the deadline.

Tenderer	Location
Hisway Pty Ltd	Tenderlink Portal
Ledonne Constructions Pty Ltd	Tenderlink Portal
Comdain Civil Constructions Pty Ltd	Tenderlink Portal
Select Civil Pty Ltd	Tenderlink Portal
Murphy McCarthy & Associates Pty Ltd	Tenderlink Portal

The tenders were evaluated in accordance with the TEP, which comprised mandatory, price and non-price criteria including:

· Total cost of tenderers bid, including application of Local Preference Policy

· Construction methodology and program

· Skills, experience and availability of proposed key personnel

· Past performance on previous Mains Construction Panel Contracts

In order to identify the best value for money while ensuring a suitable balance between the main criteria of price, experience and methodology it was determined to use a 65% price to 35% non-price ratio for the tender assessment.

Details relating the evaluation of the tenders are contained in the confidential report.

Summary of the Evaluation Process:

1. Assessment of Price Criteria

The five tenders had their price components assessed as per the formula given in Clause 5.5 of the TEP.

Reductions in the assessed tender price were given to those tenderers who included local contractors and suppliers as per the Local Preference Policy capped at $15,000.

2. Assessment of Non-Price Criteria

The TEC assessed the tenders for non-price criteria as detailed in the methodology for Non-Price Ratings contained within the Tender Evaluation Plan (Sections 5.6).

Tenders were assessed by the TEC as a group. Following discussions a consensus score was reached for each assessment criteria for each of the tender submissions. Tenders were assessed following the guidelines for scoring Non-Price Criteria described in Attachment B of the TEP.

3. Outcome of Tender Evaluation

The final score for each tenderer was obtained by adding together the normalised total non-price score with the normalised total price score. The Tenderer with the highest total combined score was identified as the Preferred Tenderer. The tenderer with the second highest score was identified as the alternate Preferred Tenderer.

As per the Procedure defined in section 4 of the TEP, the TEC resolved to hold a tender evaluation interview with the Preferred Tenderer to ensure they had a comprehensive understanding of the scope of works and clarify any issues identified in their tender. This interview was held in the SCC Nowra Administration Building on the 28 July 2017 and attended by two (2) members of the TEC.

As a result of this interview, along with the price and non-price criterias, the TEC made the recommendation contained in the confidential report.

Community Engagement:

Shoalhaven Water has consulted with local residents likely to be directly affected by the proposed works by sending them a letter advising them of the scope of works and indicative timeframes for the construction. Additionally the Sussex Inlet Community Consultation Body has been informed of the project.

It is a requirement of the tender to provide ongoing community consultation, as needed, during the construction of the works. Minor water outages will be required during the transition from the existing water main to the new. It will be necessary to provide at least 48hrs notice to affected residents of any planned water outages. Further, as Sussex Inlet is a major tourist destination during summer, no works will be permitted for the duration of the NSW School Holiday periods.

A Review of Environmental Factors (REF) for the pipeline installation was developed by Shoalhaven Water for the project. This REF did not identify any threatened flora or fauna species in the area of influence for the construction works. Sussex Inlet township is mapped as having potential for Acid Sulphate Soils. Further goetechnical investigations have been undertaken and an Acid Sulphate Management Plan will be developed for the project. The recommended control measures from the REF form part of the tender specifications.

Financial Implications:

Sufficient funds have been allocated in the Water fund capital budgets for 2017/18. Contract management will be done by Shoalhaven Water employees. Daily site inspections to be undertaken by Shoalhaven Water nominated construction inspectors.

It is proposed to start construction of the project in October 2017 with completion expected by the end of the 2017/18 financial year.

Conclusion:

Shoalhaven Water have undertaken a comprehensive tender evaluation in accordance with the approved tender evaluation plan and have made a recommendation to Council in a separate Confidential Report. It is therefore recommended that Council consider the Confidential Report and the recommendations there-in.

Strategy and Assets Committee – Tuesday 15 August 2017

Page 168

SA17.228 Request Connection to Town Sewerage System - 4 Reservoir Lane Cambewarra (DA17/1731)

HPERM Ref: D17/249018

Group: Shoalhaven Water Group

Section: Water Asset Planning & Development

Attachments: 1. Sketch Plan Pressure Sewer Works to Serve 4 Reservoir Lane Cambewarra ⇩

Purpose / Summary

Council is in receipt of an application for connection of a rural zoned property (Lot 1 DP 859479, No. 4 Reservoir Lane, Cambewarra) to its sewerage system. The property is zoned Rural (RU1) and therefore such a request must be assessed under its Rural Wastewater Connection Policy and in this instance determined by Council.

Recommendation (Item to be determined under delegated authority)

That Council approve the connection of Lot 1 DP 859479, 4 Reservoir Lane, Cambewarra to its sewerage system, by pressure sewer, subject to the applicant complying with all conditions specified on a Shoalhaven Water Development Application Notice for DA17/1731.

Options

1. Adopt the recommendation.

Implications: This is recommended as there is sufficient capacity in the Bomaderry Sewerage Scheme and the proposal is considered a minor development.

2. Council may choose not to permit the property to connect to the town sewerage system and require the property owner to continue using the existing septic system or upgrade to an appropriate on-site disposal system.

Implications: The property owner has disclosed a personal health issue with a family member. It is considered that a connection to town sewer would assist with the health of the family member.

Background

An application has been received from the owner of No. 4 Reservoir Lane, Cambewarra requesting connection of the existing & proposed development to the nearby town sewerage system. The subject property is located adjacent to the existing urban area of Cambewarra Village.

The property is zoned RU1 (Primary Production) and as such assessment is required in accordance with Council’s Rural Wastewater Connection Policy (POL16/26). Council is therefore requested to consider this application and determine if connection to its sewerage system, by way of pressure sewer, is granted.

According to Council’s GIS information, the existing residential dwelling was constructed in the early 1980’s with an application for a septic tank being approved in 1999. Further additions to the existing dwelling were approved in 2003 and 2007.

The current application, DA17/1731, is for dwelling additions and alterations (including attached garage, new bedroom, rumpus room and deck) plus swimming pool.

Community Engagement

No community engagement is required.

Policy Implications

Assessment under the Rural Wastewater Connection Policy:

Council’s policy provides for rural zoned properties to connect to the town sewerage system subject to compliance with Section 3.2 Criteria For Determination of an Application for a Rural Property to Connect to Council’s Sewerage System, which states:

“Connection to Council’s sewerage system will only be made available to rural properties upon written application in the following circumstances:

· Where capacity exists in the existing system, and

· Where the current levels of service can be provided, and

· Where the property is paying the wastewater availability charge.

Properties not paying the wastewater availability charge will only be considered for connection to Council’s sewerage system if it is not possible to manage wastewater by on site treatment. Approval in this situation is subject to Council resolution.”

Assessment in accordance with each of these criterion is outlined below:

1. Where capacity exists in the existing system

The proposed development is a single residential dwelling with shed and pool. The sewerage system does have capacity to support this existing and proposed development.

2. Where the current levels of service can be provided

A gravity connection is not possible as the subject property drains away from the existing gravity sewer system. The property can be serviced by pressure sewer compliant with current levels of service.

3. Where the property is paying the wastewater availability charge.

The property does not pay the wastewater availability charge.

4. Properties not paying the wastewater availability charge will only be considered for connection to Council’s sewerage system if it is not possible to manage wastewater by on site treatment. Approval in this situation is subject to Council resolution.

As part of DA17/1731 the applicant submitted a report that states the existing septic tank and infiltration trenches is not considered suitable due to heavy clay subsoils, high rainfall and relatively small area of land available for surface irrigation.

Financial Implications

There is no negative financial implication to council. If approval is granted Council would benefit by way of the annual sewer availability charge ($830.00 for 2017/18).

The development will be levied the Section 64 (Sewerage Service) Charge by way of a condition under the Shoalhaven Water Development Application Notice for DA17/1731. The development would be levied based on a minimum of one equivalent tenement loading. After applying the Water and Sewerage Headworks Charges (Section 64 Contributions) – Assistance for Developments policy the amount payable is $2,084.75 (2017/18).

The developer would also be required to pay the full cost for a simplex pressure sewer unit. The minimum cost per Council’s Fees and Charges is $9,622.00 (2017/18).

In addition the developer will also be required to design and construct a pressure sewer main from No. 4 Reservoir Lane to manhole B10A/11 (located within the front of 79 Kooramunga Ave) including internal manhole works for the junction. The developer will need to obtain written approval from this land owner to have a junction connection.

A request for a quotation from Shoalhaven Water for the proposed works (at their full cost) may be possible should there be capacity in the current Shoalhaven Water Operations Section program.

Sewerage Works Required:

In order to connect the property to Council’s sewerage system by way of pressure sewer, the design and construction work involves:

· the on-site pressure sewer unit, boundary kit and control panel, and

· approximately 140 metres of DN50mm diameter pipe (from manhole B10A/11 located at the front of 79 Kooramunga Ave, extending to No. 4 Reservoir Lane), and

· a road underbore (Reservoir Lane), and

· two driveway underbores (No.’s 79 & 81 Kooramunga Ave), and

· manhole junction (including internal works)

Negotiation will be required between the owner of the subject property and the owner of 79 Kooramunga Ave for access to connect to the existing sewer manhole. The subject property is connected to Council’s town water supply.

In addition the developer will need to obtain written approval for works with the road reserves of Kooramunga Ave and Reservoir Lane).

Risk Implications

The property owner has disclosed personal health issue with a family member. It is considered that a connection to town sewer would assist with the health of the family member.

Name	Lastname	Organisation/Group
Tamie	Harvie	Community / volunteer – interested in mental health and D&A
Lesley	Labka	SAHSSI – Shoalhaven Women’s Homeless and DV Service
Penni	Wildi	Community member
Wendi	Hobbs	Shoalhaven Suicide Prevention and Awareness Network (SSPAN)
Rev. Matthew	Wilson	Nowra Uniting Church
Patricia	David	Unions Shoalhaven
Peter	Dover	Salt Ministries
Roslyn	Poole	ISLHD – Homelessness Mental Health Program
Ashleigh	Hudson	Mobile Response Vehicle coordinator (services for homeless)
Max	Zalakos	Nowra Baptist Church
Wendy	Woodward	Nowra Show Society / community volunteer
Deborah	Ferrier	Community volunteer
Julie	Bugden	Shoalhaven Homelessness Hub
Donna	Brotherson	Illawarra Forum
Bernard	Gleeson	St Vincent De Paul Nowra
Sharlene	Naismith	Legal Aid
Natalie	Beckett	HARP Unit – Sexual Health & Blood Borne Infections; and Aboriginal community member
Adam	Collison	Southern Cross Community Housing

2013	30 (2 months only)
2014	200
2015	299
2016	594
2017	269 (6 months only)
Total	1392