Strategy and Assets Committee
Meeting Date: Tuesday,
12 May, 2020
Location: Council
Chambers, City Administrative Centre, Bridge Road, Nowra
Time: 5.00pm
Membership (Quorum - 5)
Clr John Wells - Chairperson
Clr Bob Proudfoot
All Councillors
Chief Executive Officer or nominee
Please note: The proceedings of this meeting
(including presentations, deputations and debate) will be webcast and may be
recorded and broadcast under the provisions of the Code of Meeting Practice. Your attendance at this meeting is taken
as consent to the possibility that your image and/or voice may be recorded and
broadcast to the public.
Agenda
1. Apologies / Leave of Absence
2. Confirmation of Minutes
· Strategy
and Assets Committee - 21 April 2020.......................................................... 1
3. Declarations of Interest
4. Call Over of the Business Paper
5. Mayoral Minute
6. Deputations and Presentations
7. Notices of Motion / Questions on Notice
Nil
8. Reports
CEO Group
SA20.58...... Shoalhaven City Council's response to the State
Bushfire Inquiry and the Royal Commission into Natural Disaster Arrangements.......................................... 9
Finance Corporate & Community Services
SA20.59...... COVID-19 - Provision of relief - sporting, arts
and community groups....... 25
SA20.60...... COVID 19 & Economic Crisis Financial Assistance
to the Ratepayers...... 38
SA20.61...... Showground Stimulus Funding Applications - NSW
Government Grants... 45
Assets & Works
SA20.62...... Parkcare Action Plans - Alexandra Street /
Bayswood / Carriage Way / Fred Evans Park / Narrawallee / Main Road Reserve /
Marriott Camellia / Mark Radium Park / Princess Park / St Georges Basin................................................................ 49
SA20.63...... Comerong Island Ferry Report..................................................................... 53
SA20.64...... Fire Recovery Bridge Reconstruction.......................................................... 57
SA20.65...... Far North Collector Road - Upgrade of Taylors Lane,
Cambewarra........... 62
SA20.66...... Nowra Golf Course - Proposed Leases to Bomaderry
Bowling Club Ltd.... 82
SA20.67...... Proposed Sale of Lot 140 DP 11629, Inglewood
Crescent, Tomerong...... 94
SA20.68...... Creation of an Asset Protection Zone over Council
unmade road adjoining Lot 24 Sec 1 DP 9182 - 11 Grandview St, Erowal Bay................................................ 100
Planning Environment & Development
SA20.69...... Business Case - Ranger Services............................................................. 104
SA20.70...... Ulladulla Boardwalk Replacement............................................................. 109
Shoalhaven Water
SA20.71...... Draft Proposal for 2020-21 Water and Sewer
Charges............................. 112
SA20.72...... Australian Government Bureau of Meteorology -
National Performance Report 2018/19 Urban Water Utilities.................................................................... 115
SA20.73...... Acquisition of Easement - Sewer Purposes - South
Nowra...................... 132
9. Confidential
Reports
Nil
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Strategy and
Assets Committee – Tuesday 12 May 2020
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Strategy and Assets
Committee
Delegation:
Pursuant to s377(1) of the Local
Government Act 1993 (LG Act)
the Committee is delegated
the functions conferred on Council by the
LG Act any other Act or delegated to Council, as are
specified in the Schedule, subject to the following limitations:
i. The
Committee cannot exercise any function delegated to the Council which by the
terms of that delegation cannot be sub-delegated;
ii. The
Committee cannot exercise any function which s377(1) of the LG Act provides cannot
be delegated by Council;
iii. The
Committee cannot exercise a function which is expressly required by the LG Act
or any other Act to be exercised by resolution of the Council; and
iv. The
Committee cannot exercise any function which is a function of the General
Manager under s335 of the LG Act.
SCHEDULE
a. Make
recommendations to Council and consider, formulate, review and adopt policies in
relation to Council’s corporate & community planning under Part 2 of
Chapter 13 of the LG Act, asset management and in connection with the other
functions listed in this Schedule and in particular to make recommendations to
Council in respect of the content of Council’s community strategic plan,
delivery program, resourcing strategy and operational plan within the meaning
of Part 2 of Chapter 13 of the LG Act;
b. Make
recommendations to Council and consider, formulate, review and adopt Council
policies, plans and strategies other than those in respect of town planning and
environmental matters, and any other matter referred to the Committee by the
General Manager;
c. Make
recommendations in respect of the introduction of new fees or charges or the
alteration of existing fees and charges for inclusion in the Council’s next
operational plan within the meaning of s405 of the LG Act;
d. Monitor,
review and consider matters relating to the operations and strategic direction
of Council’s Holiday Haven Tourist Parks Group;
e. All
functions in respect of the management of, and facilities provided on Crown
Land in respect of which Council is the ‘Crown Land Manager’ under
Division 3.4 of the Crown Lands Management Act 2016 and the making of
recommendations to Council regarding such matters where the function is not
dealt with under the delegations to the General Manager or cannot be delegated
by Council;
f. Provision
of corporate direction to the Shoalhaven Water Group in respect of powers
delegated to it by Council regarding the construction, alteration or
maintenance of water and sewerage works, effluent works and pump out removal;
g. Authorise
the expenditure of funds raised under s64 of the LG Act within the limits
outlined in, and in accordance with Council’s adopted Development Servicing
Plan and other relevant adopted Council policies;
h. Make
recommendations to Council in respect of fees and charges for water and
wastewater services provided by Council;
i. Develop,
implement, review and adopt strategic policies for water, sewerage and effluent
operations of Council;
j. Undertake
preliminary investigations (feasibility, cost benefit, risk analysis, etc.)
into development opportunities for Council’s strategic land holdings and
make recommendations to Council;
k. Review
and make recommendations to Council in relation to:
i. The
sale prices of land in connection with residential and industrial Council
subdivisions;
ii. The
sale of Council property or the purchase or resumption of land;
iii. The
compensation to be offered in respect of land resumed by Council; and
iv. Properties
leased/rented by Council, or properties leased/rented from Council other than
those delegated to the Chief Executive Officer for approval and execution in
accordance with MIN14.912 and MIN15.237 of the Council.
Note: MIN14.912 delegates
authority to the Chief Executive Officer to approve and execute leases
and licences that are for a maximum term of 5 years; and are in accordance with
current policies and relevant legislation; and have an annual rental of $5,000
or less; and have not been objected to as a result of the public exhibition
process (Community Land).
In addition, MIN14.912 delegates
authority to the Chief Executive Officer to approve and execute
telecommunications licences where the agreement relates to an existing
telecommunication site.
Note: MIN15.237 delegates
authority to the Chief Executive Officer to approve and finalise all
lease negotiations in relation to the properties now managed by Integrity Real
Estate … and to sign any documents necessary to give effect to this
resolution.
l. To
determine and accept all tenders with a value of $1 Million or more, except
those tenders required by law to be determined by full Council (MIN17.334).
Minutes of the Strategy and Assets Committee
Meeting Date: Tuesday,
21 April 2020
Location: Council
Chambers, City Administrative Centre, Bridge Road, Nowra
Time: 5.00pm
The following members
were present:
Clr John Wells -
Chairperson
Clr Joanna Gash
Clr Amanda Findley
– (Remotely)
Clr Patricia White
Clr Kaye Gartner –
(Remotely)
Clr Nina Digiglio –
(Remotely)
Clr Annette Alldrick
– (Remotely)
Clr John Levett –
(Remotely)
Clr Mitchell Pakes
Clr Greg Watson –
(Remotely)
Clr Mark Kitchener
Clr Bob Proudfoot
Mr Stephen Dunshea -
Chief Executive Officer
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Apologies / Leave of Absence
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Apology
received from Clr Guile
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Confirmation of the Minutes
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RESOLVED (Clr Gash / Clr White) MIN20.263
That the Minutes of the Strategy
and Assets Committee held on Tuesday 10 March 2020 be confirmed.
CARRIED
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Nil
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Call Over of the
Business Paper
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The
following items were called up for debate:
SA20.48, SA20.49,
SA20.50, SA20.51, SA20.53, SA20.55
The remaining items were resolved en bloc (Clr White/Clr
Gartner) at this time. They are marked with an asterisk(*) in these Minutes.
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Mayoral Minutes
Nil
Deputations and Presentations
Nil
Notices of Motion / Questions
on Notice
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SA20.48 Notice of Motion - Zero
Tolerance for Unregistered Dogs and Dog Attack
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HPERM Ref: D20/115118
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Recommendation (Item to be determined under
delegated authority)
That
1. Council
adopt a zero tolerance for any detected unregistered dogs and impose fines
for any breaches.
2. In
the case of dog attack outside of the owner’s property, no matter how
minor, penalties be imposed.
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RESOLVED (Clr Watson / Clr
Levett) MIN20.264
That:
1. Council
adopt a zero tolerance for any detected unregistered dogs and impose fines
for any breaches.
2. In
case of a substantiated dog attack outside of the owner’s property, no
matter how minor, penalties be imposed.
3. Council
consider undertaking a review of Shoalhaven Council Dog Policy with the involvement
of Community, SSC Rangers, Staff of the SSC Animal Shelter and other
interested parties and the CEO report back on the following questions prior
to Council forming the working party.
a. What
aspects of the NSW Companion Animals Act should be reviewed to improve on the
safety afforded to both the general public and dog owners themselves.
b. There
are only four breeds of dog listed in NSW as restricted: the American Pitt
Bull or Pitt Bull Terrier, the Japanese Tosa, the Argentina Fighting Dog and
the Brazilian Fighting dog should consideration be given to adding more dogs
to the list.
c. What
are the responsibilities of an owner of a restricted breed; are they adequate
and should it in fact be permissible to own and keep a restricted dog at all?
d. Are
“fighting dog” breeds over represented in the Shoalhaven dog
population and what can be done to correct this anomaly.
e. Are
there problem owners rather than problem dogs and is it possible to enforce a
requirement that before registration of a restricted breed is permitted, that
the owner undertake a recognised course in the management of such an animal.
f. Does
the Companion Animals Act suggest that “off leash” does not mean
“out of control”. If so, what behaviour by inference constitutes
“under control” and how are SCC Rangers instructed in this regard
to assist their policing.
g. What
is the risk to Council in failing to keep residents safe from dog attack and
interference by dogs.
h. Is
signage in the Shoalhaven adequate so that dog owners are given fair warning
about restrictions. (Apparently not at Hyams according to a recent emailer
and from my experience certainly not at Moona Creek Reserve)
i. Does
Shoalhaven Animal Shelter rehome “dangerous dogs” and what
control conditions are put on the new owners.
j. Are
“pig” and “hunting dogs” subject to different
registration to other types of breeds and should ownership of such dogs in
the Shoalhaven be permitted at all.
k. How
does the Animal Shelter qualify potential owners and how are dogs assessed
for temperament and suitability for rehoming in regard to dog to dog and dog
to human aggression and food aggression etc.
CARRIED
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SA20.49 Notice of Motion - Footpath
construction - Kangaroo Valley Road Berry
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HPERM Ref: D20/128743
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Recommendation (Item to be determined under
delegated authority)
That Council give consideration
to bringing forward the commencement of footpath construction along Kangaroo
Valley Road in its Pedestrian Access Management Plan (PAMP) to enable
commencement of works in financial year 2020/2021.
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RESOLVED (Clr Wells / Clr Pakes) MIN20.265
That Council give consideration
to bringing forward the commencement of footpath construction along Kangaroo
Valley Road in its Pedestrian Access Management Plan (PAMP) to enable
commencement of works in financial year 2020/2021.
CARRIED
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SA20.50 Notice of Motion - Call in of
DS20/1119 - Modification of Development Consent - Old Anglican Church - 17
Hawke Street Huskisson - Lot 7 DP758530 Sec 3
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HPERM Ref: D20/130818
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Recommendation (Item to be determined under
delegated authority)
That Council call in DS20/1119
(Modification of Development Consent – Old Anglican Church – 17
Hawke Street Huskisson – Lot 7 DP758530 Sec 3) due to community
concerns.
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RESOLVED (Clr Levett / Clr
Findley) MIN20.266
That Council
call in DS20/1119 (Modification of Development Consent – Old Anglican
Church – 17 Hawke Street Huskisson – Lot 7 DP758530 Sec 3) due to
community concerns.
For: Clr
Wells, Clr Findley, Clr White, Clr Gartner, Clr Digiglio, Clr Alldrick, Clr
Levett, Clr Watson, Clr Proudfoot and Stephen Dunshea
Against: Clr
Gash, Clr Pakes and Clr Kitchener
CARRIED
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Reports
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SA20.51 Resilience and Economic Recovery
Fund
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HPERM Ref: D20/121201
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Recommendation (Item to be determined under
delegated authority)
That Council
1. Receive
this report for information, and
2. Support
the funds of $50,000 from the Bushfire Community Resilience and Economic
Recovery Fund, $50,000 from the Disaster Recovery Funding (MIN20.191) and the
outstanding $2,200 from the Tourism Support Program to be allocated to:
a. Farm
Fencing Field Day (South Coast Beef) - $9,200
b. Coming
out of Adversity (Milton Ulladulla Business Chamber) - $12,500
c. Watch
and Act Show (Fortwelve) - $9,600
d. Shoalhaven
Home, Petal and Paws (The Flagstaff Group) - $5,800
e. Shoalhaven
Readers and Writers Festival (Festival Committee) - $2,800
f. Vincentia
Winter Festival (Vincentia Chamber of Commerce) - $8,900
g. The
Happiness Symposium (Noah’s Inclusion Services) - $5,000
h. Berry
Small Farm Field Days (Rotary Club of Berry) - $1,300
i. Changemakers
Film and Showcase Event (Headspace Nowra and Sonder Youth) - $12,500
j. Apex
Community Camps (Apex Club of Milton Ulladulla) - $11,700
k. Ngulla
NAIDOC Festival (Ulladulla Local Aboriginal Land Council) - $3,500
l. Salon
of Local Artists (Kangaroo Valley Arts Festival Inc) - $1,400
m. Nowra
Water Dragons Fire Recovery Regatta (Nowra Water Dragons Club and Outrigger
Canoe Club) - $4,200
n. Berry
Celtic Festival (Rotary Club of Berry) - $1,300
o. Sing
Express Hope Festival (Our Town Inc) - $12,500
3. Delay
distribution of allocated funds until final confirmation is received that the
events will proceed.
4. Continue
to support previously funded events in 2020, for their future dates in 2021.
a. Ulladulla
Blessing of the Fleet 2020 – postponed until 2021 - $50,000
b. StoryFest
2020 – postponed until 2021 - $25,000
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RESOLVED (Clr White / Clr Pakes) MIN20.267
That Council:
1. Receive this report for
information, and
2. Support
the funds of $50,000 from the Bushfire Community Resilience and Economic
Recovery Fund, $50,000 from the Disaster Recovery Funding (MIN20.191) and the
outstanding $2,200 from the Tourism Support Program to be allocated to:
a. Farm Fencing Field Day (South Coast
Beef) - $9,200
b. Coming out of Adversity (Milton
Ulladulla Business Chamber) - $12,500
c. Watch
and Act Show (Fortwelve) - $9,600
d. Shoalhaven
Home, Petal and Paws (The Flagstaff Group) - $5,800
e. Shoalhaven
Readers and Writers Festival (Festival Committee) - $2,800
f. Vincentia
Winter Festival (Vincentia Chamber of Commerce) - $8,900
g. The
Happiness Symposium (Noah’s Inclusion Services) - $5,000
h. Berry
Small Farm Field Days (Rotary Club of Berry) - $1,300
i. Changemakers
Film and Showcase Event (Headspace Nowra and Sonder Youth) - $12,500
j. Apex
Community Camps (Apex Club of Milton Ulladulla) - $11,700
k. Ngulla
NAIDOC Festival (Ulladulla Local Aboriginal Land Council) - $3,500
l. Salon
of Local Artists (Kangaroo Valley Arts Festival Inc) - $1,400
m. Nowra
Water Dragons Fire Recovery Regatta (Nowra Water Dragons Club and Outrigger
Canoe Club) - $4,200
n. Berry
Celtic Festival (Rotary Club of Berry) - $1,300
o. Sing
Express Hope Festival (Our Town Inc) - $12,500
3. Delay
distribution of allocated funds until final confirmation is received that the
events will proceed.
4. Continue
to support previously funded events in 2020, for their future dates in 2021.
a. Ulladulla
Blessing of the Fleet 2020 – postponed until 2021 - $50,000
b. StoryFest
2020 – postponed until 2021 - $25,000
5. Immediately
apply to State Government for a variation to grant funding to hold events in
part 4 (a) & (b) in the 2021 year within their previous yearly timeframe
(i.e. Easter and Winter).
6. Seek
support from the Hon. Shelley Hancock Member for South Coast that the
application be extended into 2021.
CARRIED
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Items marked with an *
were resolved ‘en block’.
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SA20.52 Postponement of 2020 Local
Government Elections - Amendment to Meeting Schedule
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HPERM Ref: D20/126898
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RESOLVED* (Clr White / Clr
Gartner) MIN20.268
1. That
the report of the Chief Executive Officer (Finance Corporate and Community
Services) regarding the postponement of the 2020 Local Government Elections
be received for information.
2. That
the Council Meeting Schedule for Ordinary and Core Committees be retained
with amendments to meetings for August and September 2020 as follows:
August 2020
Tuesday 4 5pm Development
& Environment Committee (unchanged)
Tuesday 11 5pm Strategy
& Assets Committee (unchanged)
Tuesday 25 5pm Ordinary
Meeting
September 2020
Tuesday 1 5pm Development
& Environment Committee
Tuesday 8 5pm Strategy
& Assets Committee
Tuesday 22 5pm Ordinary
Meeting (Call Meeting)
CARRIED
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SA20.53 Policy Amendment - Creation of
an Asset Protection Zone (APZ) over Council Owned or Managed Land
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HPERM Ref: D20/37334
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Recommendation
That Council adopt the revised
Policy - “Creation of an Asset Protection Zone (APZ) over Council owned
or Managed Land”, as presented (current reference POL19/10 proposed
reference POL20/6).
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RECOMMENDATION
(Clr Proudfoot / Clr Pakes)
That Council adopt the revised
Policy - “Creation of an Asset Protection Zone (APZ) over Council owned
or Managed Land”, as presented (current reference POL19/10 proposed
reference POL20/6).
CARRIED
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SA20.54 Land Acquisition and Public Road
Dedication for the Purpose of the Far North Collector Road
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HPERM Ref: D20/56193
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RECOMMENDATION*
(Clr White / Clr Gartner)
That Council:
1. Acquire
part of the following parcels of land (to allow for the construction of the
Far North Collector Road (Illaroo Road to Moss Vale Road):
a. Part
of Lot 1 DP 553658 - 333 Illaroo Road Bangalee, identified as Lot 11 in the
Proposed Acquisition Plan, being 1,465m2;
b. Part
of Lot 4 DP 856665 – West Cambewarra Road North Nowra known as Bernie
Regan Sporting Complex, identified as Lot 10 in Proposed Acquisition Plan,
being 593.7m2;
2. Fund
all costs associated with acquisition from Job Number 85979, Land Acquisition
– Far North Collector Road;
3. Authorise
the Chief Executive Officer to execute all documents necessary to give effect
to this resolution and affix the Seal of the Council of the City of
Shoalhaven to any documents required to be sealed;
4. Upon
registration of the Plan of Acquisition, authorise by notice in the
Government Gazette, the dedication Lot 10 and Lot 11 in the Proposed Acquisition
Plan as Public Road in accordance with Section 10 of the Roads Act 1993.
CARRIED
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SA20.55 Bushwalks - Asset Management
Plan
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HPERM Ref: D19/6430
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Recommendation (Item to be determined under
delegated authority)
That Council
1. Adopt
the Bushwalks Asset Management Plan noting that the plan is at the
‘BASIC – CORE’ level of asset management planning.
2. Through
the budget process, Council consider an increase to the bushwalk operational
funding by $23,500 per annum to fund the estimated shortfall between the
annual cost of inspections and maintenance, $77,000 and current budget of
$53,500 per annum.
3. Notes
the plan will be further developed and refined (in the context of other
Council Assets) in future reviews of Council’s Long-term Financial
Plan.
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RESOLVED (Clr Proudfoot / Clr
Kitchener) MIN20.269
That Council
1. Adopt
the Bushwalks Asset Management Plan noting that the plan is at the
‘BASIC – CORE’ level of asset management planning.
2. Through
the budget process, Council consider an increase to the bushwalk operational
funding by $23,500 per annum to fund the estimated shortfall between the
annual cost of inspections and maintenance, $77,000 and current budget of
$53,500 per annum.
3. Notes
the plan will be further developed and refined (in the context of other
Council Assets) in future reviews of Council’s Long-term Financial
Plan.
CARRIED
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SA20.56 Connection of 1282 Bolong Rd
Coolangatta to the St Andrews Way and Berrys Bay Sewer Scheme
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HPERM Ref: D20/107866
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RESOLVED* (Clr White / Clr
Gartner) MIN20.270
That Council extend the boundary
of the St Andrews Way & Berrys Bay Pressure Sewer Scheme to include Lot 1
DP 517528 - 1282 Bolong Rd, Coolangatta. The connection of the property
is subject to the same conditions as all other properties within the scheme.
CARRIED
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SA20.57 Acquisition of Land and Easement
- Captain Street Vincentia
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HPERM Ref: D20/114712
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RECOMMENDATION*
(Clr White / Clr Gartner)
That:
1. Council
resolve to compulsorily acquire from NSW Planning & Environment
Commission:
a. Proposed
Lot 1 DP1236981 at Captain Street Vincentia, shown on attached copy of that
deposited plan.
b. An
Easement for Right of Access 4.555 wide & variable width over proposed
Lot 2 DP1236981 marked (E) on the attached copy of that deposited plan.
2. Council
pay compensation and costs associated with the acquisition, in accordance
with the provisions of the Land Acquisition (Just Terms Compensation) Act
1991, from Council’s Sewer Fund.
3. The
necessary application be made to the Minister for Local Government and the
Governor. The acquisition is to be carried out under the Local Government Act
1993 and in accordance with the Native Title Act.
4. The
land to be acquired be classified as Operational land in accordance with
Section 31(2) of the Local Government Act 1993
5. The
Common Seal of the Council of the City of Shoalhaven be affixed to any
documents required to be sealed.
CARRIED
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There being no further
business, the meeting concluded, the time being 6.05pm.
Clr Wells
CHAIRPERSON
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Strategy and
Assets Committee – Tuesday 12 May 2020
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SA20.58 Shoalhaven
City Council's response to the State Bushfire Inquiry and the Royal Commission
into Natural Disaster Arrangements.
HPERM Ref: D20/155774
Section: Economic
Development
Approver: Stephen
Dunshea, Chief Executive Officer
Attachments: 1. NSW
Independent Bushfire Enquiry - List of Shoalhaven City Council recommendations ⇩
2. Royal Commission into
National Natural Disaster Arrangements - Shoalhaven City Council
Recommendations ⇩
Reason for Report
To provide information on Shoalhaven
City Council’s response to the NSW Independent Bushfire Inquiry and to
the Royal Commission into National Natural Disaster Arrangements.
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Recommendation (Item to be determined under delegated authority)
That
Council:
1. Receive and note the submissions made in
Council’s name to:
a. The NSW Bushfire Enquiry
b. The Royal Commission into Natural Disaster
Arrangements
2. Note the due dates of 5 May 2020 and 11
May 2020 for responding to the Notices and Summons from the Royal Commission
into Natural Disaster Arrangements.
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Options
1. Accept the
recommendation
2. Propose an
alternate recommendation
Background
The NSW Independent Inquiry
into Bushfire
On the 30 January 2020 Premier
Gladys Berejiklian announced an independent expert inquiry into the 2019-2020
bushfire season. The inquiry is led by Dave Owens,
former Deputy Commissioner of NSW Police, and Professor Mary O’Kane AC,
Independent Planning Commission Chair and former NSW Chief Scientist and
Engineer. The Inquiry is reviewing the causes of, preparation for and response
to the 2019-2020 bushfires.
The
NSW Inquiry was due to close on the 27 March 2020 and this was extended to the
17 April 2020. Due to the impacts of COVID-19 and the need to move community
meetings to an online format the deadline has been extended again until the 22
May 2020.
Shoalhaven
City Council submitted their response to the NSW Inquiry on the 17 April 2020.
The
Terms of Reference for the NSW Independent Bushfire Inquiry are as follows:
1. The causes
of, and factors contributing to, the frequency, intensity, timing and location
of, bushfires in NSW in the 2019-20 bushfire season, including consideration of
any role of weather, drought, climate change, fuel loads and human activity.
2. The
preparation and planning by agencies, government, other entities and the
community for bushfires in NSW, including current laws, practices and
strategies, and building standards and their application and effect.
3. Responses to
bushfires, particularly measures to control the spread of the fires and to
protect life, property and the environment, including:
o immediate
management, including the issuing of public warnings
o resourcing,
coordination and deployment
o equipment and
communication systems.
4. Any other
matters that the inquiry deems appropriate in relation to bushfires.
And to make recommendations arising from the Inquiry as considered
appropriate, including on:
5. Preparation
and planning for future bushfire threats and risks.
6. Land use
planning and management and building standards, including appropriate clearing
and other hazard reduction, zoning, and any appropriate use of indigenous
practices.
7. Appropriate
action to adapt to future bushfire risks to communities and ecosystems.
8. Emergency
responses to bushfires, including overall human and capital resourcing.
9. Coordination
and collaboration by the NSW Government with the Australian Government, other
state and territory governments and local governments.
10. Safety of first
responders.
11. Public communication
and advice systems and strategies
Shoalhaven City Council’s
submission contained 33 recommendations addressing items 2, 3, 5, 6, 7, 8, 9
and 11. Item 1 was addressed in the body of the submission by
highlighting the preeminent work of two well respected bushfire research bodies
being the CSIRO and the Bushfire and Natural Hazards CRC.
Item 10 was not addressed as
safety of first responders is paramount and there are other organisations
better placed to make constructive comment and recommendations.
Shoalhaven City Council’s
list of Recommendations is attached to this report.
Shoalhaven City Council’s
submission was a cross organisational collaborative effort. The body of the
submission contained information gathered from all four Recovery Action Team
Leads. The Foreword was compiled by Vincenzo Di Pietro AM, CSC Shoalhaven
Recovery Coordinator. A Mayor’s Message was also included as the opening
statement to the submission. A copy of the Council’s submission to the NSW Independent Bushfire
Inquiry can be viewed on the Bushfire Recovery page.
There is some scepticism about the effectiveness of
inquiries into bushfire. Since 1939 there have been 104 inquiries, audits and
coronial reports into bushfire, all containing numerous associated
recommendations (Bushfire and Natural Hazards CRC). Shoalhaven City Council
made a submission to the NSW Independent Bushfire Inquiry as this provided
Council with an opportunity be part of the discussion and to raise a number of
recommendations that the State could implement that will improve the wellbeing
and safety of Shoalhaven residents and visitors. The submission also provided
an opportunity to publicly, and on record, thank the countless people in our
community that made a positive impact during the fire and in the recovery
phase. This approach was taken because there is a risk that positive actions
may get caught up in policy changes that could then render them
ineffectual.
The Royal Commission into
National Natural Disaster Arrangements
The Royal Commission was
established on the 20 February 2020 with Air Chief Marshal Mark Binskin AC
(Retd) being appointed as the Chair of the Commission. The Royal Commission
commenced its proceedings with an online Ceremonial Hearing on the 16 April 2020.
Public submissions to the Royal Commission closed on the 28 April 2020. Council
lodged its submission on the 28 April 2020.
This Royal Commission is sometimes
referred to as the Bushfire Royal Commission and will focus on the 2019-20
bushfire season (also referred to as the ‘Black Summer Bushfires’).
The Commission’s focus is Australia’s national
natural disaster arrangements. It will examine how Australia is prepared for
and coordinated with the states and territories to respond to bushfires and
other natural disasters as well as mitigation and recovery.
The inquiry will also consider the legal framework for
Commonwealth involvement in responding to natural disasters. The Terms of
Reference as are follows:
a. the responsibilities of, and coordination
between, the Commonwealth and State, Territory and local Governments relating
to preparedness for, response to, resilience to, and recovery from, natural
disasters, and what should be done to improve these arrangements, including
with respect to resource sharing;
b. Australia’s arrangements for
improving resilience and adapting to changing climatic conditions, what actions
should be taken to mitigate the impacts of natural disasters, and whether
accountability for natural disaster risk management, preparedness, resilience
and recovery should be enhanced, including through a nationally consistent
accountability and reporting framework and national standards;
c. whether changes are needed to
Australia’s legal framework for the involvement of the Commonwealth in
responding to national emergencies, including in relation to the following:
i. thresholds for, and any obstacles
to, State or Territory requests for Commonwealth assistance;
ii. whether the Commonwealth Government
should have the power to declare a state of national emergency;
iii. how any such national declaration would
interact with State and Territory emergency management frameworks;
iv. whether, in the circumstances of such a
national declaration, the Commonwealth Government should have clearer authority
to take action (including, but without limitation, through the deployment of
the Australian Defence Force) in the national interest;
d. any relevant matter reasonably incidental
to a matter referred to in paragraphs (a) to (c).
AND We direct you to make any recommendations arising out
of your inquiry that you consider appropriate, including recommendations about
any policy, legislative, administrative or structural reforms.
AND We direct you, for the purposes of your inquiry and
recommendations, to have regard to the following matters:
e. the findings and recommendations
(including any assessment of the adequacy and extent of their implementation)
of other reports and inquiries that you consider relevant, including any
available State or Territory inquiries relating to the 2019-2020 bushfire
season, to avoid duplication wherever possible;
f. ways in which Australia could
achieve greater national coordination and accountability —
through common national standards, rule-making, reporting and data-sharing
— with respect to key preparedness and resilience responsibilities,
including for the following:
i. land management, including hazard
reduction measures;
ii. wildlife management and species
conservation, including biodiversity, habitat protection and restoration;
iii. land-use planning, zoning and
development approval (including building standards), urban safety, construction
of public infrastructure, and the incorporation of natural disaster
considerations;
g. any ways in which the traditional land and
fire management practices of Indigenous Australians could improve
Australia’s resilience to natural disasters.
AND We further declare that you are not required by these
Our Letters Patent to inquire, or to continue to inquire, into a particular matter
to the extent that you are satisfied that the matter has been, is being, or
will be, sufficiently and appropriately dealt with by another inquiry or
investigation, or a criminal or civil proceeding.
AND, without limiting the scope of your inquiry or the
scope of any recommendations arising out of your inquiry that you may consider
appropriate, We direct you, for the purposes of your inquiry and
recommendations, to consider the following matters, and We authorise you, as
you consider appropriate, having regard to the date by which you are required
to submit your final report, to take (or refrain from taking) any action
arising out of your consideration:
h. the need to establish mechanisms to
facilitate the timely communication of information, or the furnishing of
evidence, documents or things, in accordance with section 6P of
the Royal Commissions Act 1902 or any other relevant law, including,
for example, for the purpose of enabling the timely investigation and
prosecution of offences;
i. the need to establish appropriate
arrangements for information-sharing in relation to any other inquiries or
reviews, in order to support concurrent inquiries or reviews as well as your
own, in ways consistent with relevant obligations, and in ways that avoid
unnecessary duplication, improve efficiency and avoid unnecessary trauma to
witnesses.
The results of the Royal Commission are required to be
submitted to the Governor-General no later than 31 August 2020.
Shoalhaven City Council’s submission to the Royal
Commission contained 15 recommendations urging action by the Federal
Government. The list of recommendations is attached to this report.
Term of Reference (e) directs the Commission to consider
other ‘reports and inquiries that you consider relevant, including any
available State or Territory inquiries relating to the 2019-2020 bushfire
season’. For ease of access and consideration Shoalhaven City Council
attached Council’s submission to the NSW Inquiry as part of its
submission to the Royal Commission. The final Council’s submission to the Royal Commission into
Natural Disaster Arrangements can
be viewed on the Bushfire Recovery page.
One of the key purposes of the Royal Commission is to
review National Natural Disaster Arrangements. A focus of Council’s
submission was to highlight the importance of local knowledge and a local
response/presence in the face of natural disaster and subsequent recovery. Much
like the NSW submission it is important to recognise aspects of disaster
management that are working well so that these do not get caught up in policy
changes that hinder their effectiveness.
The Royal Commission provides Council with an opportunity
to urge the Federal Government to implement change for the benefit of
Shoalhaven residents and tourists, and all people living in regional NSW.
The Chief Commissioner Binskin stated that:
we do not intend, for example,
to inquire into matters such as biological disasters like the ongoing COVID-19
pandemic, or droughts. Examining those matters in depth would risk
drawing our attention away from the Commission’s core focus, and that is
to deliver practical recommendations in time for the next bushfire
season. However, there may be lessons or recommendations from this Royal
Commission that would be relevant to and inform the effective management of
other disasters in the future as well.
It is undeniable that COVID-19 has had a significant impact
on how we interact with each other and this disruption has shown what can be
achieved in virtual working and learning environments. Council’s
submission contained a brief overview of the impacts of COVID-19 with a focus
on the importance of connectivity in regional areas. This theme is also present
in the NSW Inquiry submission. Better telecommunications and connectivity not
only help keep people safe in times of natural disaster and increases
resilience in recovery but is the foundation of equitable access to education
and resources stimulating social and economic development of regional
Australia.
Notices and Summons
Shoalhaven City Council has also
been issued with three summonses by the Royal Commission.
Notice and Summons to Produce
– NTC-HBI-065 was issued on the 3 April 2020. Information requested
is as follows:
1. Describe
the key functions of the Council relevant to bushfire mitigation, preparedness,
response and recovery.
2. Describe
key current processes for the conduct by or on behalf of the Council of any
assessments of:
a. degree
of risk;
b. community
and/or critical infrastructure vulnerability; and
c. preparedness,
from the perspective of
natural disaster. In providing your response, please identify the frequency at
which such assessments are conducted, and any relevant legislation, policies or
strategies pursuant to which they are conducted.
3. Describe
whether and how information obtained from processes of the nature identified in
response to (2) above is:
a. made
publicly available;
b. communicated
with relevant State and Territory or Commonwealth agencies, authorities and
other parties; and
c. used
to inform practical arrangements implemented by the Council, other relevant
government agencies, and individual landowners in the following natural
disaster management phases:
i. mitigation;
ii. preparedness;
iii. response;
and
iv. recovery.
4. Describe
current processes for the establishment (including site selection, design,
construction, capacity) operation and regulation of natural disaster shelters
(e.g.
“Neighbourhood Safer
Places” or similar) within the State of New South Wales, including in
particular, key functions of the Council.
5. Describe
the key practical steps taken by the Council to monitor and/or audit the
implementation and/or effectiveness of planning and development laws and
policies which they administer, on mitigating the risks posed by bushfires and
other natural disasters.
6. Having
regard to the impacts of the 2019-2020 bushfires, in the assessment of the
Council, is there any scope for (in a natural disaster context):
a. review
and enhancement of land use planning and development laws and policies
administered by the Council;
b. prioritised
protection of key community assets (including access roads and emergency
evacuation routes) and critical infrastructure; and/or
c. enhanced
processes for the conduct, publication and dissemination of risk assessments,
including to:
i. relevant
State and Commonwealth Government agencies); or
ii. individual
landowners’ (i.e. as a tool in their natural disaster planning).
7. Describe
any key legislative, policy or other impediments on the part of the Council to
additional action of the nature identified in response to (6) above.
8. Describe
any opportunities which you can identify for additional Commonwealth
involvement in matters of the nature identified in response to (6) above, e.g.
in setting relevant standards, facilitating enhanced information sharing
between all levels of Government.
9. Describe
effectiveness of the Council’s interactions with any relevant State or
Territory Emergency Management agencies and the Australian Defence Force.
10. Describe
(in summary terms) any other matters which you consider relevant to your
responses to the above questions, or to the Commissioners’ inquiries
regarding bushfire risk mitigation within Australia, in response to the Terms
of Reference.
The deadline for this Notice is
the 5 May 2020.
Notice and Summons to Produce NTP-HB2-250 was issued on the
29 April 2020. The original deadline of 4 May 2020 has been extended to the 11
May 2020. This notice requests the submission of the following documents.
Preparedness and Response
1. Key documents, such as
response plans and emergency / response management frameworks, used to inform
the response to the 2019-2020 bushfire season and other natural disasters.
2. Any documents including
implementation plans, milestone reports or other supporting documents which
complement and give effect to the National Partnership on Disaster Risk
Reduction in the State of New South Wales.
3. Documents which show
current number of evacuation centres and resourcing to each of these evacuation
centres within each Local Government in the State of New South Wales.
Recovery
4. Key documents, such as
recovery plans and recovery management frameworks, used to inform the recovery
efforts following the 2019-2020 bushfire season and other natural disasters.
5. Key documents
relating to the use of Commonwealth funding for recovery used in response to
the 2019-2020 bushfire season and other natural disasters.
6. Any current Memorandum of
Understanding (or other similar agreements) with Defence and/or the ADF that is
used to plan for, respond to, or recover from, natural disasters, including any
that may have applied in the local area during the 2019-2020 bushfire season.
Notice and Summons to Give Information NTG-HB2-264 was
issued on the 29 of April 2020 with a deadline of 11 May 2020. The
following information is requested:
SCHEDULE
Preparedness: risk assessments and emergency management
framework
1. Describe what steps
the Shoalhaven City Council took to prepare for the 2019/2020 bushfire season.
2. Describe the
Emergency Response Plans or management frameworks currently in place that
inform the Shoalhaven City Council’s response to natural disasters.
Detail the current status of the Emergency Response Plans or management
frameworks and when they are expected to be reviewed and whether they were
implemented in the 2019-2020 bushfire season.
3. Describe the level
of engagement (i.e. frequency and nature of interactions and information
sharing) by the State of New South Wales with the Shoalhaven City Council and
other local authorities regarding natural disaster preparedness, response and
recovery.
4. Describe the areas
(if any) where the Shoalhaven City Council has responsibility and
accountability to act in preparing for a bushfire but is unable to do so
because another entity/agency holds the authority.
5. Does the Shoalhaven
City Council consider that there is a need for, or value in developing,
national standards for disaster preparation, response and recovery? In your
response, describe any opportunities which the Shoalhaven City Council can
identify for the Commonwealth to provide additional support to improve
standardisation across State and Territory and local government.
Coordination of response
6. In the context of
the 2019-2020 bushfire season, describe the Shoalhaven City Council’s
experiences relating to the coordination of response and recovery (and the
division of responsibility), including when natural disasters occur at or
around State and Territory borders. Describe whether there are any
opportunities for improvement.
7. Does the Shoalhaven
City Council consider that there would be benefit in additional Commonwealth
involvement in facilitating a coordinated response between Commonwealth, State
and Territory and local governments and authorities in relation to preparing
for, responding to and recovering from natural disasters?
8. How was local
knowledge used and integrated during firefighting operations and responses in
the 2019-2020 bushfire season? How can the utilisation of local knowledge
during natural disasters be improved?
Resources
9. In
the context of bushfire behaviour which was observed during the 2019-2020
bushfire season, describe the extent to which the Shoalhaven City Council had
adequate access to Resources, including:
a. fuel;
b. water;
c. electricity;
d. telecommunications;
and
e. firefighting
personnel.
in order to respond to that bushfire behaviour
10. From the
perspective of the Shoalhaven City Council, and given budget constraints,
describe the priorities for improving access to Resources.
11. Describe
any opportunities that the Shoalhaven City Council can identify, including in
response to the 2019-2020 bushfire season, to improve resource sharing between
the relevant Commonwealth, State and Territory agencies and local authorities.
Access to Roads
12. In the
context of the 2019-2020 bushfire season, describe the extent to which the
Shoalhaven City Council had adequate access to roads (including key access
roads and evacuation routes).
13. Identify
any issues encountered during the 2019-2020 bushfire season regarding road
access hindering the evacuation of individuals from fire-affected areas in the
State of New South Wales.
14. Describe
how the Shoalhaven City Council communicated and coordinated with State fire
authorities to support evacuations during the 2019-2020 bushfire season and
identify any challenges experienced and any areas for improvement.
15. Identify
any issues encountered (if any) during the 2019-2020 bushfire season regarding
reopening of roads, including to provide access to property owners.
Emergency communication
17. Describe
with reference to specifications, the emergency warning systems and the
communication systems (including radio and paging) utilised by the Shoalhaven
City Council during the 2019-2020 bushfire season and describe how effective
those systems were and any material weaknesses in those systems.
18. Describe
any opportunities which the Shoalhaven City Council can identify, including in
response to the 2019-2020 bushfire season, to revise, update or enhance
emergency warning systems and communication systems and procedures within the
local area.
Dissemination of
information to emergency services
19. In the
context for the 2019-2020 bushfire season, did the Shoalhaven City Council have
access to timely and effective situational awareness information? Describe any
weaknesses or limitations with the information and any challenges encountered
by Shoalhaven City Council in relation to the dissemination of information,
including in relation to access to telecommunication systems.
20. Describe
any opportunities for improvement which the Shoalhaven City Council can
identify including in response to the 2019-2020 bushfire season, in relation to
dissemination of information to Emergency Services during a natural disaster
(including the
Commonwealth’s role in dissemination of information).
Dissemination of
information to the community
21. Describe
the emergency warning procedures and systems (if any) presently in place in the
State of New South Wales and utilised by the Shoalhaven City Council.
22. Identify
the plans, programs, initiatives and arrangements developed by Local
Governments to prepare communities for, and communicate with them during, and
following natural disasters in the State of New South Wales. Describe how
these were plans implemented in the 2019-2020 bushfire season.
23. Describe
the technologies, applications and/or communication systems utilised in the
local community by the Shoalhaven City Council to disseminate information to
and within communities and describe how effective they were and what worked
well and any opportunities for improvement?
24. Describe
whether there is a need for standardisation of information disseminated to
communities and whether there is any necessity for additional Commonwealth
assistance and/or intervention e.g. in setting national standards regarding
emergency communication and information.
Evacuation centres
25. With
regard to the 2019-2020 bushfire season, describe any opportunities which
Shoalhaven City Council can identify to improve the readiness and availability
of evacuation centres for natural disasters and whether there is any additional
support or practical assistance (if any) that the Commonwealth can provide.
Clean-up
26. Describe
any challenges encountered by the Shoalhaven City Council in relation to the
clean-up of communities.
27. Describe
any opportunities for more efficient clean-up of public and private properties,
including whether there is a role the Commonwealth for providing or facilitating
clean up assistance.
Defence and Australian
Defence Force Assistance
28. During the
2019/2020 bushfire season what requests were made to Defence and/or the ADF for
assistance?
29. If
applicable, please provide a summary of the assistance Defence and/or the ADF
has provided, or is providing, as part of the recovery efforts in connection
with the 2019-2020 bushfires season. To the extent possible, please provide a
response that details the types of activities in which Defence and/or the ADF
has been involved and how effective that assistance has been in the recovery
process?
Financial assistance
30. Describe
the Shoalhaven City Council’s experiences in seeking to obtain State and
Territory and Commonwealth financial assistance, including any challenges or
obstacles.
31. Describe
any opportunities that the Shoalhaven City Council can identify for improving
efficiencies to existing financial assistance arrangements.
Other relevant matters
32. Describe
(in summary terms) any other matters which the Shoalhaven City Council
considers relevant to its responses to this Notice, or the Commissioners’
inquiries regarding preparing for, responding to, and recovering from natural
disasters within Australia, in response to the Terms of Reference.
Community Engagement
The submissions were prepared
from various sources including feedback from the Local Recovery Coordinator,
Recovery Action Team leaders, Council staff involved in the Emergency
Management and Recovery operations, business and community comment. Many
individuals and organisations have prepared and submitted their own
submissions.
Council members were provided a
draft copy of the NSW submission for feedback.
Responding to the Notices Summons, even by the extended due
date, requires a significant amount of work for staff, the majority of whom are
working remotely. Consequently, there is no opportunity to brief Councillors on
the content of our responses prior to submitting to the Commission.
Policy Implications
Many recommendations were made as to policy relating to the
Bushfire related agencies and the manner in which preparedness, operations and
recovery actions could be managed better.
Financial Implications
Some aspects relating to the
finances offered to the community and businesses are raised especially where
Council staff felt that improvements could be made to be more effective.
The report in itself does not involve Council in additional
expenditure.
Risk Implications
The submissions are about risk
mitigation as will the answers to the summonses from The Royal Commission. The
consideration and determinations by the Enquiry bodies is all about risk
assessment and mitigation. These findings will require various agencies within
all three levels of government to undertake changes in operations and policy.
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Strategy and
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Strategy and
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Strategy and
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SA20.59 COVID-19
- Provision of relief - sporting, arts and community groups
HPERM Ref: D20/131045
Section: Recreation
Community & Culture
Approver: Jane
Lewis, Acting Director Finance Corporate & Community Services
Reason for Report
To provide Council with options
to give relief to sporting, arts and community groups who have been adversely
impacted by the implementation of COVID 19 restrictions as per the Notice of
Motion Part 4 (MIN20.240).
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Recommendation
That
Council give relief to sporting, arts and community groups who have been
adversely impacted by the implementation of COVID-19 restrictions in the
following ways:
1. Increased support to grant funding
programs in the following ways:
a. Sports Funding Program
i. Continue
the extension of the changed Capital Sports Funding Program for the 20/21
Financial Year, with an additional $50,000 (total grant program 20/21 FY
$208,000) for 2020, and
ii. broaden
the program to allow for equipment purchases, or to recoup costs lost as a
direct result of COVID-19 pandemic with no matching funding in addition to
capital works.
iii. Reallocate
funds in the draft 20/21 budget from the Minor Improvement budget (22107) and
the Active Recreation budget (82487) equally to fund the extension of the
grants program.
b. Community Development Grant Program
i. Extended
the Community Development Grant Program for the 20/21 Financial Year with an
additional $20,000 (total grant program 20/21 FY $48,000) with a specific
focus on assisting communities to rebuild and reconnect as a result of
COVID-19 isolation. Ensuring delivery could be during isolation via digital
channels, or face to face when restrictions are lifted with social distancing
in mind.
ii. Reallocate
funds in the draft 20/21 budget from the Community Development Projects
budget (13030) to fund the extension of the grants program.
c. Arts Board Grants
i. Extend
the Arts Board Grants program in 20/21 with an additional $25,000 and staff
work with the Shoalhaven Arts Board.
ii. To
be funded from 19/20 financial year operational savings in the Library budget
to be carried forward into the FY20/21.
2. Fee waivers or discounts based on Council’s adopted
Fees & Charges as follows:
a. 100% fee waiver for a period of 6
months after official lifting of Federal Government COVID19 Pandemic
Restrictions:
i. Community
hire fee for meeting spaces and gallery hire at
· Nowra and Milton Library, and
· Shoalhaven Regional Gallery
ii. Shoalhaven
Swim Sport Fitness community regular, not-for-profit sporting / swimming
group fees for:
· Shoalhaven Canoe & Kayak Club and
· Bay & Basin, Bomaderry, Nowra, and Ulladulla Swim
Clubs.
Note: Pertains to local competition only, and must cover
first summer season after official lifting restrictions, for regular,
not-for-profit sporting / swimming groups, weekly, local Club Swim Meet
nights (only)
b. 50%
fee waiver for a period of 3 months after official lifting of Federal
Government COVID19 Pandemic Restrictions at Indoor Sports Centre - for all
Shoalhaven-based, regular hirers, local competition only - excludes all other
bookings.
c. Adjust forecast income, relevant to
each Unit, for Council consideration with the draft 20/21 budget process and
trough the quarterly review process once the Federal Government COVID19
Pandemic Restrictions are lifted.
3. To
support
users of the Shoalhaven Entertainment Centre, in recognition of bookings
impacted by COVID-19 Pandemic and force majeure clause in contracts:
a. 100%
reduction in cancellation or postponed event related fees and transfer of
non-refundable $500 deposit to new contracted dates where applicable. (This
includes ticket sale fee for cancelled or rescheduled event date; ticket
refunding fee; marketing fee; show build fee). Note: This does not impact
hire fees.
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Options
Option
1 - as written above and recommended Parts (1), (2) & (3)
Implications:
· Council
will provide support during the COVID-19 Pandemic to a broad range of user
groups via reduction in fees and charges and extension of grant programs.
· This
will help the reputation of Shoalhaven City Council with clients of Shoalhaven
Entertainment Centre, supporting the intent of the “force majeure
clause”
· The
Shoalhaven community will have opportunity to seek support from Shoalhaven
Council for use of Council facilities.
Option
2 – increase funding to Grant funding programs only as noted in Part
(1) of the Recommendation for FY20/21 relating to:
· Sports
Funding Programs through the Capital Sports Funding Program
· Community
Development Grant Program
· Arts
Board Grant Program
Implications:
· Council
will provide additional grant opportunities for the Shoalhaven but not make any
discounts / reduction in application of fees and charges
· Council
staff often have flexibility to review fees and charges on a case by case
basis, with adopted fees and charges often being set as a ‘maximum’
fee. This will leave any impacts to fees and charges at the discretion of staff
within their delegation.
Option 3 – accept
changes to Fees and Charges only as noted in Parts (2) & (3) of the
Recommendation for FY20/21
Implications:
· Council
will provide support to the Shoalhaven Community through a reduction in fees
and charges.
· Existing
grant programs will continue, but there will be no increase in funding.
Background
At the Ordinary Meeting of
Council on 7 April 2020, Council passed a Notice of Motion covering a range of
responses to COVID19 (MIN 20.240 part). This report aims to address point 4 of
the resolution:
1. “The
CEO report back to Council on the best measures to give relief to sporting,
arts and community groups who have been adversely impacted by the
implementation of COVID 19 restrictions.”
This report aims to identify, and details additional support
opportunities to give effect to this part of the resolution. Council
currently financially supports the provision of a broad range of community
facilities, services and activities therein and the proposals in this report
will extend the financial and non-financial support across these Council activities.
Supporting Sporting Groups
Swim | Sport | Fitness
Based on
Council’s currently adopted Fees & Charges for hire of community
facilities, for regular, not-for-profit sporting / swimming groups of
Shoalhaven Swim Sport Fitness, it is proposed the following discounts will
apply:
Fee waivers or
discounts based on Council’s adopted Fees & Charges as follows:
a. 100%
fee waivers for a period of 6 months after official lifting of Federal
Government COVID19 Pandemic Restrictions:
i. Shoalhaven
Swim Sport Fitness community regular, not-for-profit sporting / swimming group
fees for:
· Shoalhaven Canoe
& Kayak Club. and
· Bay & Basin,
Bomaderry, Nowra, and Ulladulla Swim Clubs.
Note: Pertains to local
competition only, and must cover first summer season after official lifting
restrictions, for regular, not-for-profit sporting / swimming groups, weekly,
local Club Swim Meet nights (only)
b. 50%
fee waiver for a period of 3 months after official lifting of Federal
Government COVID19 Pandemic Restrictions:
i. Indoor
Sports Centre - for all Shoalhaven-based, regular hirers, local competition
only - excludes all other bookings.
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Potential Forgone
Income
Lane Hire / Court Hire
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Reduction
%
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Estimated
$
|
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a. Shoalhaven
combined aquatic-based clubs
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100
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8,200.00
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b. Shoalhaven
Indoor Sports Centre
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50
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35,000.00
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Total
potential foregone income based on previous years
(Options
1 & 3)
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$43,200.00
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Capital Sports Funding Program
The current program
· There is
information on line about the current program on the Shoalhaven City Council
website https://shoalhaven.nsw.gov.au/My-Community/Community-Grants-and-Funding-Opportunities/Recreation-Projects-Funding
· The purpose of the
Sports Grants Program (SGP) is to assist Shoalhaven sporting groups to
undertake new works or improvements to existing fixed assets at sporting
facilities on Council managed land.
· This program is
currently open until 30 June 2020, with next financial year’s draft
budget allocation of $158,000.
Changes in 2019 – equipment grants
· In September 2019,
the Sports Board resolved to run a one-off grant program for equipment.
Council’s Ordinary meeting of October (MIN19.794) resolved to provide up
to $5,000 for equipment to sporting groups without the need for matching
funding.
· This was a very
successful program with 32 applications received (these are currently being
assessed by the panel and will be reported back to Sports Board at a future
time).
Proposed
Grant Program support to Sporting Groups impacted by COVID19
Increased support to funding programs in the following ways:
Sports Funding Program
i. Continue the extension of the
changed Capital Sports Funding Program for the 20/21 Financial Year, with an
additional $50,000 (total grant program 20/21 FY $208,000) for 2020, and
ii. Broaden the program to allow
for equipment purchases, or to recoup costs lost as a direct result of COVID-19
pandemic with no matching funding, in addition to capital works.
iii. Reallocate funds in the draft
20/21 budget from the Minor Improvement budget (22107) and the Active
Recreation budget (82487) equally to fund the extension of the grants program.
Supporting Community Groups
Libraries
As
part of usual business, Shoalhaven Libraries provides free access to its
facilities, Wi-Fi, computers, plus free access to events and programs, learning
resources, classes and training, both online and in person.
Fee waivers or
discounts based on Council’s adopted 2019/20 Fees & Charges as
follows:
100% fee waivers for a period of 6 months after official lifting of
Federal Government COVID19 Pandemic Restrictions:
i. Community hire fee for meeting spaces and
community hire at Nowra and Milton Library
Based
on last year’s income figures from all library branches this is estimated
to be:
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Proposed Fee Waiver
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Forecast Income
based on last year actuals
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Nowra Library Meeting Room (community groups)
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100%
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$1,080
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Milton Library Hire
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100%
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$80
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TOTAL (Options 1 & 3)
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$1,160
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Whilst there is also an option
to waive community hire fees at the Ulladulla Civic Centre, this is not
recommended because of the current management agreement in place with the
Milton Ulladulla Ex-servicemen’s Club (MUES).
The Ulladulla Civic Centre
Contract Manager provides fee discounts and waivers on a case by case basis, in
line with existing policy. Local community, arts and sporting groups using the
Centre will be able to continue to request assistance with any fees and charges
applicable for auditorium, lounge and meeting room hire.
Community Development
Grant Program
The current program
· You
can find out information about the grant program here https://getinvolved.shoalhaven.nsw.gov.au/community-development-grants
and are currently open for applications for the 19/20 Financial Year.
· This year there is
$28,000 in the budget for the grant program.
Proposed Grant Program
additional support to Community Groups impacted by COVID19
Increased support to funding programs in the following ways:
Community Development Grant Program
i. Extend the Community Development Grant Program
for the 20/21 Financial Year with an additional $20,000 (total grant program
20/21 FY $48,000) with a specific focus on assisting communities to rebuild and
reconnect as a result of COVID-19 isolation. Ensuring delivery could be via
digital channels during isolation, or face to face when restrictions are lifted
with social distancing in mind.
ii. Reallocate funds in the draft 20/21 budget from
the Community Development Projects budget (13030) to fund the extension of the
grants program.
Community Facilities
– including Management Committees
Management Committees –
overview of support during COVID 19
Activities initiated to maintain contact with the Committees
and develop the resources at Management Committee facilities during the COVID
19 restrictions include:
· Management
Committee Guidelines are under review and consultation will be underway via
online meetings, to simplify and streamline the Guidelines’ format and
processes
· Staff
have been assisting the Committees to enhance and improve Facility Management
Plans
· New
/ replacement infrastructure requirements are being identified in the Facility
Management Plans, providing the opportunity to prepare quotes and plans for
upcoming grant funding opportunities
· WHS
inspections and WHS inductions to new manuals and on-site plant equipment
· A
new online booking system is in development and staff are liaising closely with
Committees to prepare for the implementation of the new software when
facilities re-open after the Shutdown
Essential Services
These initiatives are
continuing to operate as essential services at some Council’s facilities:
· Soup kitchens
providing lunch for the homeless
· Meals on wheels
· Community care
providers
· Pre-schools /
after-school care organisations
A full fee waiver has
been approved for the use of Bomaderry Community Centre during the Shutdown
period, to store product for the Meals on Wheels organisation operating from
the adjacent building.
Maintenance and Upgrades
Planned maintenance and
upgrades / planning for upgrades to infrastructure are proceeding, in liaison
with user groups and Management Committees.
Budgets, Fees and Charges
Council’s
fees for hire of public facilities are highly subsidised. These
subsidised fees are in place in order to maximise the activation of this
infrastructure, in support of healthy community interaction. At public
community halls, showgrounds, sportsgrounds and reserves, the income received
is not currently enough to allow for further fee discounts. Management
Committees and Council staff carefully monitor and minimise expenses, often
utilising volunteer labour to ensure that basic service levels are maintained
at the facilities.
Most of
the Management Committees have small working balances which, as for
Council-managed facilities, it is expected will provide buffer funding for
operational expenses during a shutdown period of six months. These
expenses include utilities accounts, required cleaning and maintenance.
The loss of hire income at all
Management Committee facilities over a six-month period, estimated from the
2019 financial year, is in excess of $101,317. Account balances for the
committees totalled $187,433 on 30 June 2019. These figures exclude Berry
and Milton Showgrounds, where camping income has continued to be generated
during the closure period.
If Council were to apply a
generalised 50% reduction in hire fees over three months, it is estimated that
this would reduce hire income at the Management Committee facilities by an
additional $25,329. This reduction would affect a total loss in income of
$126,647, to be funded by end of financial year 2019 account balances of
$187,433.
Committee members are concerned
that if generalised fee waivers are approved, this will impact the
committees’ ability to manage the operational costs of the facilities and
is likely to necessitate additional funding allocations from Council.
It is likely that subsidies
would be required to be allocated to showgrounds, community centres, halls and
courts, to ensure service levels are maintained. This is also the case at
Council-managed facilities, where existing budgets have been additionally
stretched by emergency response measures and diminished income this financial year.
Further, in order to ensure equity of access and a consistent strategy,
generalised fee waivers applied to facilities that Council manages should also
be applied to the facilities managed by committees.
Currently the operational budget
allocations for community facilities managed by Council are stretched to
capacity, due to increasing expectations by user groups. These have
resulted in a gradual increase in maintenance service levels over the past 10
years, as well as increased power consumption and maintenance costs incurred by
the ongoing upgrades to infrastructure installed at these facilities.
There are no excess funds available to bolster Management Committee accounts,
which are usually funded exclusively by hire income.
Council has received increased
feedback from Management Committees regarding a potential waiver of fees at the
public facilities as the fees paid to Council or the Management committee
contribute to the operational costs, any fee waivers would adversely impact on
their ability to keep facilities operations as income would be reduced.
Based on the above advice, it is
recommended that generalised fee waivers are not be applied at public community
facilities irrespective of whether they are managed by a Management Committee
or through direct Council management.
Assistance to request individual fee waivers will continue
to be offered to community groups and individuals who identify that they would
like to request Council assistance, in line with Council’s Fee Waivers,
Subsidies and Support Policy.
Supporting the Arts
Shoalhaven
Regional Art Gallery
The
Gallery hosts community arts exhibitions and usually charge an exhibition fee
to the artist or organising group. These exhibitions provide an opportunity for
local artists to exhibit and sell works as well as social opportunities for
artistic community to come together and celebrate local talent. Council could
support local artists and art groups by offering to discount or waive all
gallery hire fees.
This would allow community
groups to pass on savings to artists and community members, reducing the stress
of making back hire fees. Community groups exhibiting in 2020.
· Shoalhaven
Arts Society
· Creative
Moments Group
Fee waivers or discounts based on Council’s adopted 2019/20 Fees
& Charges as follows:
100% fee waivers for a period of 6 months after official lifting of
Federal Government COVID19 Pandemic Restrictions:
i. Community hire fee for meeting spaces and
gallery hire at
· Shoalhaven
Regional Gallery
Based on last
year’s income figures from this is estimated to be:
|
|
Proposed Fee Waiver
|
Forecast Income
based on last year actuals
|
|
Shoalhaven Regional
Gallery Meeting Rooms (community groups)
|
100% for 6
months
|
$15,775
|
|
Gallery Hire –
Community Groups
|
$7,275
|
|
TOTAL (Options 1
& 3)
|
|
$23,050
|
Arts Grants – increase budget
The 2019/2020 Shoalhaven Arts
Board grants program has recently opened with submissions closing on the 8
May. The grants are awarded under two categories – Artist
professional development, with up to $3,000 provided for individual
professional development activities, or ‘A Sense of Place’ with up
to $10,000 provided for an art based activity with a public outcome that
reflects on the Shoalhaven or communities / individuals within it. In
2019/2020 there is a total of $30,000 available to be awarded, the largest sum
for grants over the past 5+ years.
Providing
an additional $25,000 for the grant program to be rolled out as soon as
possible would provide additional support for a range of creatives within the
community. The grants program could be modelled on those released by
Regional Arts Australia, Australia Council and Create NSW in response to the
COVID-19 pandemic. These programs focus on providing funds for the
creation of new work that contributes to economic activity within the community
or adapting an existing practise / body of work to be viable in an age of
social distancing and isolation measures.
Increased support to funding programs in the following ways:
Arts Board Grants
i.
Extend the Arts Board Grants program with an additional $25,000 and staff work
with the Shoalhaven Arts Board.
ii. To be funded from 19/20 financial year
operational savings in the Library budget.
Shoalhaven Entertainment
Centre (SEC)
The venue has been severely
impacted by the current event restrictions in place as a result of the COVID 19
Pandemic. All shows that were scheduled for March 21 to June 30, have had to be
cancelled or postponed, with potentially more to come in the following weeks.
There are several fees the venue
would ordinarily charge to cancel or postpone an event booking. These include
cost of ticket sales fee, cost of refunding fee; marketing fees; show build
fee; and loss of non-refundable $500 deposit.
Recouping these fees may prove
fruitless as many theatrical companies are likely to collapse and not survive
the impacts of COVID 19.
To support the Arts community
and to maintain positive relationships with these organisations for future
bookings, as well as avoiding unsuccessful debt collecting costs, the venue has
responded as follows:
At the time of writing this
report, there are 13 shows (2 community and 11 commercial) that have been
impacted up to 30 June. It is proposed that Council waive 100% of fees
associated with cancellation or rescheduling as a result of COVID 19 to help
manage the cost of and ease the financial stress on the arts community. This
would mean venue hire fees remain, however, costs associated with changing
dates would not be charged.
It is important to note that
Shoalhaven Entertainment Centre contracts have a ‘Force Majeure’
clause.
· Force
Majeure is a common clause in contracts that essentially frees both parties
from liability or obligation when an extraordinary event or circumstance beyond
the control of the parties, such as a war, strike, riot, crime, epidemic or an
event described by the legal term act of God (hurricane, flood, earthquake,
volcanic eruption, etc.) prevents one or both parties from fulfilling their
obligations under the contract, which is to deliver a professional production.
· The
Shoalhaven Entertainment Centre’s contract also includes “an act
or restraint of any government or semi-governmental or other public or
statutory authority any other event beyond the reasonable control of SEC or you”
as part of their Force Majeure clause in their contracts.
COVID-19 has been classed as a
pandemic, and the Force Majeure clause is being legally invoked due to
presenters’ events falling either within the current non-essential gathering
period dictated by the Australian Government and health officials which
currently ends on 29 June, which prohibits gatherings of more than two people.
For events post 29 June, COVID-19 prohibits presenters’ from being able
to deliver a professional project due to components such as travel restrictions
or lack of rehearsal time.
If the SEC were to proceed
with charging the full fees (as normally associated with rescheduling or
cancelling of an event) the venue risks damaging the relationships with presenters,
who themselves are under a lot of financial pressure and facing job losses due
to lack of Government funding. This has the potential to result in many dark
nights in the venue, with the potential for a greater need of financial
assistance.
An offer of goodwill during this
unprecedented time will ensure nationally and internationally renowned
professional companies will return to the Shoalhaven, which is instrumental for
business continuity and future financial stability when the Entertainment Centre
reopens.
Shoalhaven
Entertainment Centre, in recognition of bookings impacted by COVID19 Pandemic
and force majeure clause in creative contracts:
a. 100% reduction in cancellation or
postponed event related fees and transfer of non-refundable $500 deposit to new
contracted date where applicable. (This includes ticket sale fee for cancelled
or rescheduled event date; ticket refunding fee; marketing fee; show build
fee). Note: This does not impact hire fees.
Note: Current fees and charges are set and adopted by Council
as ‘maximum’ and staff are able to negotiate discounted fees as
required within their delegation. Should Council choose
Commercial - Summary of fees and charges for cancelled or
rescheduled shows, at time of writing report
|
Cost of ticket sales
fees
|
$16,610.80
|
|
Cost of refunding
tickets fees
|
$16,610.80
|
|
Marketing fees
|
$4,686.66
|
|
Show build fees
|
$780.00
|
|
Administration fee
|
$1,200.00
|
|
Loss of deposit
|
$5,500.00
|
|
Total cost
|
$45,388.26
|
|
Options 1 + 3 - 100%
reduction of total fees and charges
(with transfer
deposit to next show)
|
$39,888.26
|
Community - Summary of fees and charges for cancelled or
rescheduled shows, at time of writing report
|
Albatross Musical
Theatre Company
Annie
|
Nowra Players
Mamma Mia and
Letters to Lindy
|
|
Cost of ticket sales
fee
|
$910.00
|
$2431.80
|
|
Cost of refunding
tickets fee
|
$910.00
|
$2431.80
|
|
Marketing fees
|
$50.00
|
$0.00
|
|
Show build fee
|
$65.00
|
$65.00
|
|
Administration
fee
|
$100.00
|
Not required as
they perform off site
|
|
Loss of deposit
|
$500.00
transfer
of deposit to new date
|
Not required as
they perform off site
|
|
Options 1 + 3 - 100%
reduction of total fees and charges
|
$2035.00
|
$4928.60
|
Financial Implications
Below is a summary of
costings for each option listed above.
|
Unit
|
Option 1
|
Option 2
|
Option 3
|
|
Funding Programs
|
|
|
|
|
Sports Funding
|
$50,000
|
$50,000
|
-
|
|
Community Grants
|
$20,000
|
$20,000
|
-
|
|
Arts Board Grants
|
$25,000
|
$25,000
|
-
|
|
Subtotal increased funding in grants
|
$95,000
|
$95,000
|
-
|
|
Sports Fees and Charges
|
|
|
Indoor Sports Centre
|
$35,000
|
|
$35,000
|
|
Aquatics
|
$8,200
|
|
$8,200
|
|
Subtotal reduction in Sports fees
|
$43,200 forgone income
|
|
$43,200 forgone income
|
|
Community Fees and Charges
|
|
Libraries Community Meeting Rooms Hire
|
$1,160
|
|
$1,160
|
|
Shoalhaven Regional Art Gallery Community Meeting Room Hire
|
$15,775
|
|
$15,775
|
|
Subtotal reduction in community fees
|
$16,935 forgone income
|
|
$16,935 forgone income
|
|
Arts Fees and Charges
|
|
Shoalhaven Regional Gallery – community gallery hires
|
$7,275
|
|
$7,275
|
|
Shoalhaven Entertainment Centre
|
$46,852
|
At discretion of staff,
as per adopted Fees and Charges
|
$46,852
|
|
Subtotal reduction in Arts fees
|
$54,127
|
|
$54,127
|
|
TOTAL
|
$209,262
|
$95,000
|
$114,262
|
Note: Foregone income
estimates are based on 19/20 actual income
Reduction
of Fees and Charges
The loss of income is not likely
to be recouped through other avenues and will have to be underwritten though
the 2020-2021 budget process, with adjustments made to the bottom line to
balance the respective budgets. This will be through the quarterly budget
review process.
It is important to note that the
Shoalhaven Entertainment Centre has had a significant reduction in income due
to COVID-19, however, whilst fees for venue hire were in income forecasts, the
proposed changes to fees for cancellation and postponing events were not in
forecast income as this event was not anticipated.
Funding
Increase to Grants
For increase in grants to be
funded, there will need to be a reduction in delivery of other services over
the 20/21 Financial Year to accommodate the cost.
· Sports
Grants :
o The
Community and Recreation draft budget for 20/21 could provide for an increase
in the Sports Grants Program budget of $50,000.
o It
is proposed that $25,000 would come from the Minor Improvement budget of 22107
and the other $25,000 would come from the Active Recreation budget 82487.
o The
$25k from the Active Recreation budget would have funded a covered tiered
seating at one of the sportsgrounds, and the $25k from the Minor Improvement
Program would have funded the installation of a BBQ & picnic facilities to
one of our reserves. Staff will work with community groups to ensure equity in
delivery programs and critical improvements continue.
· Community
Grants:
o The
Community Development Team draft budget could provide for an increase in budget
for Community Grants. It is proposed that $20,000 can come from the Community
Development Projects budget of 13030
o This
budget line funds strategic support for community events such as International
Day of People with a Disability, White Ribbon Day, and others, as well as
providing an opportunity for matched funding for grant opportunities throughout
the year.
o Community
groups who may have received funding though direct sponsorship will instead be
encouraged to apply for funding through the grant application process, this
ensures equal opportunity for all whist ensuring critical support continues.
o It
is anticipated that a reduction in this budget line will increase the need to
source grant funding to support community activities, and/or limit community
development grant funding opportunities (because of a lack of matched funding).
· Arts
Grants:
o Overall,
the Arts budget lines are not highly funded and there is very little funding
that can be reallocated out of operational needs from the Shoalhaven
Entertainment Centre or the Regional Art Gallery.
o The
Library, due to being closed for the end of 19/20 Financial Year, have been
able to identify approximately $25,000 in savings in their budget. There is an
opportunity to group these savings together and carry them over to the 20/21
Financial Year to support an extension to the Arts Board Grant Program. This
includes:
§ Vacant
positions –a few vacant positions that have not been filled as expected
due to COVID-19 and therefore this budget can be repurposed – approx.
$13,000
§ Reduction
in operational costs – as Nowra Library is not open to the public it
would be expected that there will be a reduction in electricity charges due to
less use of a/c and lighting – approx. $2,000
§ Cleaning
–cleaning has been reduced at Nowra Library from around 40 hours per week
to just 4-6 hours so there should be a substantial saving here. For a normal
month cleaning costs would be about $7,000 and this would now be greatly
reduced – approx. $10,000
Community Engagement
Ongoing communications regarding
aspects of the current Shutdown, both practical and financial, are being
facilitated by staff to ensure our key messages reach and support impacted
stakeholders, including Management Committees, community and sporting groups,
members, and visitors.
A multi-channel approach has been adopted to ensure the successful
reach to diverse target audiences, which includes a mix of traditional and
digital channels. Major communications achieved to date are as follows:
|
Type
|
Audience
|
Detail
|
|
Web
· shoalhavenssf.com.au
· Shoalhaven.nsw.gov.au
· ShoalhavenRegionalGallery.com.au
· Shoalhavenlibraries.com.au
|
All
|
COVID-19 Response webpage established
with details regarding:
· Closures
· Impact on memberships / seasonal
programs
· Details on facility closures
|
|
Cold Calling (Database)
|
Learn to Swim / Squad Members / Families
/ Management Committees / essential services
|
· Direct phone contact with all Learn to
Swim and Squad families to discuss program suspension and payment
implications
· Direct phone contact with all essential
services continuing in halls (homeless lunches, meals on wheels, pre-schools
/ after-school care)
· All Community Centre, Showground /
Sportsground Management Committees
· Berry & Lake Conjola Tennis Clubs
|
|
Media Releases
|
All
|
Media Releases via Executive
Communications as needed regarding all closures and changes in service
|
|
Email Newsletter (eDM)
|
All user databases
|
eDMs detailing
· LTS / Squad cancellation and
re-enrolment process, implications for memberships and clarification of
facility closures
· Regular updates to all:
· community groups
· family day care educators
· sporting user groups
· management committees
|
|
Bulk SMS
|
Members, Learn to Swim / Squads
|
Bulk SMS alerts to LINKS database with a
summary of the coinciding eDM
|
|
Social Media
|
All
|
· Periodic updates throughout progressive
stages toward Shutdown
· weekly video content from all units
· team / maintenance updates
· exercise and healthy living tips
|
|
Web - Google My Business
|
All
|
SSF - All 12 Google My Business profiles
have been updated to reflect temporary closures and posts to be provided when
updates come to hand
|
|
Signage
|
All
|
Standardised signage at all locations:
· Facility closures
· Cafe measures (Splash Café
– Nowra Aquatic Park, SEC, and Library)
· Advice for cafe customers and various
NSW Health collateral concerning hygiene
|
For those current members who
have been impacted by COVID-19, we have and will continue to provide
communications from Shoalhaven Council teams. These have been particularly
successful in supporting those impacted by the closures. Most notably:
· SSF’s best
performing group workout video has amassed well over 5,000 views and has
attracted an audience throughout the Shoalhaven, Sydney and beyond, due to the
users themselves deeming the content as valuable and sharing it throughout
their own personal Facebook networks – in turn, accelerating our reach
and follower numbers.
· SSF’s first
'Home Workout' instructional video was also very well received with multiple
viewers sharing the content with their friends from each of the Shoalhaven Swim
Sport Fitness Facebook pages, and the corporate Shoalhaven City Council
account.
· Shoalhaven
Regional Gallery has started an online education series ‘Creative
Creations’ offering art activities for kids and adults and shared via
social media
· Shoalhaven
Libraries have started creating a range of online content for community
engagement including story time readings, like Easter Rhyme Time –
reaching over 1000 people, and local heritage talks, all available through
social media.
|
|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
|
SA20.60 COVID
19 & Economic Crisis Financial Assistance to the Ratepayers
HPERM Ref: D20/152352
Section: Finance
Approver: Jane
Lewis, Acting Director Finance Corporate & Community Services
Reason for Report
This report was prepared in response to the Council
Resolution (MIN20.24 part 1) and it outlines an implementation plan for Council
to provide relief to ratepayers of $300 per property owner in the 2020-2021
financial year.
This report includes a recommendation from the CEO for the
most expeditious and effective means by which such financial relief may be
funded by drawing resources from across the organisation, as well as a
methodology to allow those property owners wishing not to participate in the
scheme the ability to opt out.
|
Recommendation
That Council:
1. Adopt
the following funding strategy to provide financial relief of $300 to all
property owners in the Shoalhaven in the 2020/21 Financial Year in response
to the significant health and economic crisis presented by the COVID-19 Pandemic:
|
Fund
|
Rates Donation/Reduction in Rates, Fees and
Charges/Account
|
|
General
Fund Rates Donation (S356 LGA)
|
$108
|
|
Water
Fund Subsidy
|
$88
|
|
Sewer
Fund Subsidy
|
$60
|
|
Domestic
Waste Fund Subsidy
|
$44
|
|
Total:
|
$300
|
2. Note that the Water, Sewer and Domestic
Waste Funds components totally $192 per property owner will be funded from
restricted funds by way of a subsidy to reduce the water, sewer and domestic
waste annual charges payable to Council for the FY2020/21.
3. Note that the remainder of the $300
financial relief for all property owners ($108) will be funded from the
General Fund by way of a Donation to individuals under S356 of the Local
Government Act 1993 with the required advertising of Council’s intention
to provide the donation be through the public exhibition of the Draft 2020/21
DPOP.
4. Note that where property owners are
not in receipt of any or all of the Water, Sewer or Domestic Waste Services,
the General Fund Rates Donation component will be increased to ensure
ALL property owners receive the full $300 benefit of Council’s COVID-19
Financial Relief.
5. Endorse the proposed opt-in /
opt-out strategy outlined in the report to provide an opportunity for
property owners not wanting to accept Council’s COVID-19 Financial
Relief to advise accordingly - noting that should no response be received
prior to June 30 2020, then this will be deemed as opt-out.
6. Further note that should the
hardship arise after June 30, 2020, ratepayers that have been noted as
opt-out will have an option to seek financial assistance under the Hardship
Policy and may be provided the relief under delegated authority of the CEO.
7. Acknowledge the financial
implications and associated risks of the potential $17.5million reduction in
the cash balance should all property owners accept the $300 relief package.
8. In acknowledging that risk, commit
to an initial $5million reduction in the 2020/21 capital works program spread
across all wards to retain an acceptable working funds balance with a further
commitment to detailed reviews of the capital works program during 2020/21 to
reinstate deferred projects as funding opportunities are
identified.
|
Options
1. Adopt the
recommendation as outlined in the report.
Implications: This will address the financial and
legal issues associated with the implementation of Council resolution MIN20.240
(1) and facilitate enactment of the resolution.
2. An alternate
recommendation
Implications: Not known.
Background
On Thursday 9 April 2020, Council resolved (MIN20.240(1))
that:
1. In
line with all other levels of Government in responding to the COVID 19 health
and economic crisis, Shoalhaven City Council commits to the principle of
playing our part in the delivery of relief and requests the Chief Executive
Officer to prepare an urgent report for consideration by the Council on the
options available to the Council to provide relief to ratepayers by making a
payment under S356 of the Local Government Act 1993 as amended, of $300 per
rate assessment in the 2020-2021 financial year. This should be accompanied by
a further recommendation from the CEO for the most expeditious and effective
means by which such financial relief may be funded by drawing resources from
across the organisation, as well as a methodology to allow those ratepayers
wishing not to participate in the scheme the ability to opt out.
To ensure fairness and equity of
drawing resources across Council funds, it is strongly recommended that
financial relief will be allocated between different funds, with the basis of
the allocation across the funds being based on percentage of revenue each
of the funds collect from ratepayers (rates, fees and charges) annually. The
recommendation outlined below also takes into consideration financial
implications of the resolution and proposes measures to mitigate increased
liquidity risk by reducing the 2020/21 capital works program equally across all
Wards by $5million in total.
In order to allocate funding and
address legal requirements associated with the implementation of Council
resolution MIN20.240(1) and facilitate enactment of the resolution, the
following approach based on legal advice received is recommended.
Funding Source
It is important for the
Councillors to note that Section 356 of the Local Government Act allows for the
Council to make a donation from unrestricted funds in Council General Fund only.
Therefore, consistent with the
Resolution in MIN20.240(1), it is proposed that $192 per assessment to be
funded from restricted funds as summarised in the table below by reductions in
water, sewer and domestic waste annual charges for FY20/21. This method is
proposed because financial assistance under Section 356 of the Local Government
Act cannot be funded from restricted reserves.
|
Fund
|
A
|
B
|
C
|
D
|
E
|
|
% of Total Revenue
|
Amount to be Drawn Down (‘000)
|
Number of Account Holders
|
Rates Donation/Reduction in Rates, Fees and
Charges/Account
|
Forecasted YE Closing Reserve Balance (post
distribution) (‘000)
|
|
Domestic Waste
|
13.33%
|
$2,335
|
52,727
|
$44
|
$4,549
|
|
Water
|
26.66%
|
$4,669
|
53,125
|
$88
|
$44,135
|
|
Sewer
|
16.66%
|
$2,918
|
48,495
|
$60
|
$11,795
|
|
General Fund (unrestricted cash)
|
43.33%
|
$7,588
|
58,386
|
$108
|
$4,549
|
|
Total:
|
100%
|
$17,510
|
|
$300
|
$65,028
|
The
amount to be drawn down from water, sewer and domestic waste funds (Column B)
was calculated based on the percentage of revenue each of the funds collected
from ratepayers (Column A). The amount of reduction in fees and charges for
each property (Column D) was calculated by dividing the total amount
allocated to each fund (Column B) by the number of account holders (Column C).
It is also important to note that
this calculation remains an estimate only at this time and is subject to change
depending on the change in number of account holders and assessments prior to
finalisation of the distribution across the funds.
The reductions in domestic waste,
water and sewer annual charges will be incorporated in the Fees and Charges
document that will be presented at the May 26 2020 Council meeting and then
placed on public exhibition and adopted by the Council as a part of Delivery
Program, Operational Plan and Budget 2020/21 documents. It is important for the
Councillors to note that reductions in charges will be shown as a separate
credit lines against relevant annual charges with the description COVID-19
Council Financial Assistance Subsidy to clearly demonstrate Council’s
commitment to helping property owners through this most significant health and
economic crisis.
The remainder of the financial
relief, for all ratepayers, not covered by the reduction in water, sewer and
waste charges, will be funded from the general fund under S356 of the Local
Government Act 1993 as a donation that will also be shown on 2020/21 rates
notices as a separate credit line with the description COVID-19 Council
Financial Assistance.
In acknowledging that not all
property owners are in receipt of any or all of the Water, Sewer or Domestic
Waste Services, it is proposed that the General Fund Rates Donation component
be increased in such instances to ensure all property owners receive the
full $300 benefit of Council’s COVID-19 Financial Relief. For
example, property owners that do not use waste, sewer and water services
provided by the Council will receive $300 rates donation that will be funded by
the general fund and owners that use water, sewer and waste services will
receive $108 rates donation (calculated as $300 total relief less water, sewer
and waste subsidy of $192).
Implementation
it is proposed that property owners
receive a letter asking them to opt-in or opt-out for the financial assistance.
Property ID/Assessment Number will be prepopulated on the letter and ratepayers
will be requested to select opt-in or opt-out option by June 30, 2020 and post
the letter using a return postage paid envelope. Ratepayers will also have an
option to select a preferred option by completing an online form on Council
website.
For the ratepayers that opt-in,
their rates assessment notices will be adjusted to show a separate credit line
of COVID-19 Council Financial Assistance Subsidy. This year Council has
the option to delay issuing 2020/21 rates notices to ratepayers until 1
September 2020 and the Council is yet to decide on whether to use this
option. Property owners that opt-out will not receive the $300 of
financial assistance.
It is also recommended that
property who do not respond to the opt-in / opt-out request by the due date for
payment of the first quarterly rates instalment be deemed as opt-out. However,
should the hardship arise after June 30, 2020, ratepayers that have been noted
as opt-out will have an option to seek financial assistance under the Hardship
Policy and may be provided the relief under delegated authority of the CEO.
Financial Implications
Domestic Waste, Sewer and Water
reserves are utilised by the Council to deliver capital projects. Drawing down
these reserves will result in insufficient funding for planned capital work and
some capital projects might require deferral or will need to be funded by
additional borrowings. This will be addressed during quarterly reviews of the
capital works program.
Council cash flow was already
negatively impacted by the catastrophic bushfires followed by floods and now
the COVID-19 pandemic. During such extraordinary times of uncertainty,
maintaining a sufficient unrestricted cash balance is extremely important.
Unrestricted cash balance of the general fund is a safety net of the
organisation that allows the Council to pay its employees and suppliers on time
and to meet other obligations such as repayment of loans.
Council’s unrestricted cash
balance is projected to decrease from a forecasted $12 million to $4.5 million
This will have a flow on effect on unrestricted cash ratio and cash expense
ratio of the general fund that will decrease from 1.86 to 1.67 (benchmark 1.5)
and from 3.02 to 2.6 (benchmark 3) respectively.
In addition to the benchmarks for
the ratios, it is common practice to set a benchmark for the working capital of
the general fund to be equal to or exceed the recorded asset balances for
debtors and inventory. It is estimated that in order to meet this benchmark,
unrestricted cash will need to increase by approximately $5million by the end
of September 2020.
Working
Capital Calculation (General Fund)
|
01/07/2020
|
30/06/2021
|
|
Current
Assets
|
|
|
|
Cash
and cash equivalents
|
16,655
|
5,758
|
|
Investments
|
35,540
|
32,134
|
|
Receivables
|
11,671
|
12,084
|
|
Non-current
assets
|
|
|
|
Investments
|
21,255
|
9,661
|
|
Current
liabilities
|
|
|
|
Payables
|
-14,736
|
-15,541
|
|
Net
Assets
|
70,385
|
44,096
|
|
Adjustments for Restrictions
|
|
|
External
Cash Restrictions
|
-20,181
|
-19,611
|
|
Internal
Cash Restrictions
|
-48,720
|
-22,813
|
|
Restrictions
in receivables
|
|
|
|
Grant receivables
|
-4,321
|
-4,321
|
|
Domestic waste not received
|
-1,463
|
-1,566
|
|
Restrictions
in payables
|
|
|
|
Domestic Waste and Recycling Contract
|
615
|
630
|
|
Deposits, retentions and bonds
|
3,440
|
3,440
|
|
Restricted capital creditors at YE
|
2,933
|
3,376
|
|
Estimated
Working Capital Available (Net
Assets plus adjustments)
|
2,688
|
3,231
|
|
Estimated
Unrestricted Cash Balance (Total
cash and investments less restricted cash)
|
4,549
|
5,129
|
|
|
|
|
Working
Capital Benchmark (current
receivables and inventories less restrictions)
|
7,977
|
8,287
|
|
Additional
Working Capital Required to meet the benchmark
|
5,289
|
5,056
|
It is proposed to maintain the
unrestricted cash balance to the level that is equal to or higher than the
benchmarks noted above. This can be achieved by reducing the 2020/21 capital
works program equally across all Wards by $5mil in total. To this end,
following a thorough review of the draft 2020/21 capital works program, the
Group Directors have recommended that the following projects can be deferred at
this time.
Projects
to be Deferred from 20/21 to 21/22
|
Project
Name
|
Ward
|
20/21
budget to defer
|
20/21
remaining budget
|
|
Nowra
Showground Pavilion
|
1
|
$300,000
|
$0
|
|
Wattamolla
Rd
|
1
|
$300,044
|
$0
|
|
Nowra
CBD renewal
|
1
|
$473,038
|
$0
|
|
Berry
Pool
|
1
|
$5,000
|
$0
|
|
Old
Basketball Stadium
|
1
|
$100,000
|
$0
|
|
Bay
and Basin Community Centre and Preschool - rectify termite damage
|
2
|
$200,000
|
$0
|
|
Vincentia-Plantation
Point -Four unisex facilities
|
2
|
$130,000
|
$0
|
|
Coonemia
Rd
|
2
|
$412,780
|
$0
|
|
Bay
and Basin Leisure Centre
|
2
|
$60,000
|
$99,000
|
|
Ulladulla
Civic Centre Renewal
|
3
|
$228,700
|
$0
|
|
Lake
Conjola Entrance Rd
|
3
|
$390,000
|
$0
|
|
Ulladulla
Leisure Centre
|
3
|
$75,000
|
$0
|
|
Ulladulla
Sea Pool
|
3
|
$16,000
|
$0
|
|
Mollymook
Reserve, Bomie Carpark, Rennies Beach (Ulladulla) Beach Showers
|
3
|
$35,000
|
$0
|
|
Admin
Buildings Programmed Works - Nowra & Ulladulla
|
1
& 3
|
$469,600
|
$0
|
|
Libraries
Renewals - Nowra, Sanctuary Point, Milton
|
All
|
$259,000
|
$0
|
|
Irrigation
Fitter Capital Equipment
|
All
|
$27,500
|
$27,500
|
|
Printing
Equipment
|
All
|
$150,000
|
$50,000
|
|
Additional
Corporate PC Hardware required
|
All
|
$100,000
|
$447,900
|
|
Control
Point software - Increase Capacity
|
All
|
$62,370
|
|
|
Additional
Disk Storage
|
All
|
$40,000
|
$54,000
|
|
Sports
fields Shade
|
All
|
$40,400
|
$0
|
|
Shoalhaven
Community and Recreation Precinct Masterplan
|
All
|
$300,000
|
$0
|
|
Grand
Total:
|
|
$4,174,432
|
$678,400
|
Please note that this list of
projects will remain fluid and may be subject to further review as
circumstances require.
As per the current draft of the 10
Year Capital Works Program, in 20/21 $18 million (16%) of capital projects will
be funded by the general fund. Potentially Council can reallocate general fund
from the Capital Works Program and take up additional loans to fund capital
works. However, this approach is not recommended at this stage as it will
increase annual interest expenditures of the Council and will result in a
decrease of future capital works budget. It will also reduce Council’s
capacity to take up new loans in the future.
In accordance with the Australian
Accounting Standard, AASB 137 - Provisions, Contingent Liabilities and
Contingent Assets, the maximum $17.5mil in proposed financial assistance will
be reported as a liability in 19/20 Financial Statements. This will impact
year-end financial indicators as outlined in the table below. As per
communications received from the OLG, they acknowledge the challenges councils
face during COVID-19 crisis and indicated easing adherence to the Fit for the
Future indicators during these unprecedented times.
Key Performance
Indicators (General Fund)
|
Indicator
|
Target
|
Forecasted
30 June 2020 Indicators
|
|
Before
Ratepayer Donation
|
After
Ratepayer Donation
|
|
Operating
Performance Ratio
|
Greater
than 0%
|
-7.9%
|
-11.2%
|
|
Own
Source Operating Revenue Ratio
|
Greater
than 60%
|
84.5%
|
84.5%
|
|
Unrestricted
Current Ratio
|
Greater
than 1.5
|
1.86
|
1.67
|
|
Debt
Service Cover Ratio
|
Greater
than 2.0
|
2.98
|
2.16
|
|
Cash
Expense Cover Ratio
|
Greater
than 3 months
|
3.02
|
2.60
|
It is important for the Councillors
to note that even though working capital and unrestricted cash are forecast to
remain at an acceptable level, such a significant decrease in unrestricted cash
naturally increases liquidity risk. This risk has also increased due to the
COVID-19 pandemic when it is impossible to predict when Council’s cash
generating businesses, such as Holiday Haven Tourist Parks, will reopen.
The Executive team will continue to
exercise prudent financial management, closely monitor financial performance
and pursue opportunities of low interest borrowings and grant funding for the
Council.
It is also important to note that
on May 7, 2020, Local Government Minister Shelley Hancock made an announcement on
legislating increased rate flexibility. Unfortunately, little detail is
available yet, but it is known that the change will involve extending the
period councils have to recover income foregone by reducing rates or not
adopting the rate peg, partially or fully.
Changes will be introduced to
Parliament by the government next week and any further updates on this
announcement will be considered and communicated further to the Council ahead
of the May 12 Committee meeting. It is noted that there may be
opportunities through this recent announcement to amend the proposed strategy
outlined in this report.
|
|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
|
SA20.61 Showground
Stimulus Funding Applications - NSW Government Grants
HPERM Ref: D20/154520
Section: Recreation
Community & Culture
Approver: Jane
Lewis, Acting Director Finance Corporate & Community Services
Reason for Report
To provide an update to Council for the NSW Government
‘Showground Stimulus Funding’ program applications submitted to
Round 1 and those proposed to be submitted to Round 2.
|
Recommendation (Item to be determined under delegated authority)
That
Council:
1. Notes the grant applications that
have been already been submitted for the NSW Government ‘Showground
Stimulus Funding’ program in Round 1.
2. Approve the proposed projects being
further investigated for Round 2 grant applications for the NSW Government
‘Showground Stimulus Funding’ program closing 29 May 2020.
3. Accepts all grant funding that is
awarded for projects as identified in this Report and that this is reported
through the Quarterly Budget Review process.
4. Authorise the CEO to enter into
grant funding agreements for any funding received under this program.
|
Options
1. Recommendation
as written.
Implications:
· Upgrades
and repairs will be made to core infrastructure at Council’s four
showgrounds, stimulating social and economic activity in the region
· Council
will support Show Society, user groups and Management Committee requests for
improved infrastructure at the showgrounds
· Contracts
will, to the greatest extent possible, be awarded to local trades and
suppliers, providing relief to small businesses and support to the Shoalhaven
economy
2. Council provide
alternate direction.
Implications:
· Show
Societies, Management Committees and user groups may perceive that their
feedback/requests have not been acknowledged
Background
The NSW Government has allocated
$25 million, over two years, for a Stimulus Package for showground upgrades and
maintenance works across NSW.
The funding will be divided
between 171 New South Wales showgrounds and two funding rounds. Applications
for Round 1 closed on Friday 24 April 2020, and Council was granted an
extension of time to submit, to Tuesday 28 April 2020. This round was open for
projects that are able to commence by 30 June 2020 and be completed within
three to six months.
Round 2 will provide for larger
projects and applications are due by 29 May 2020. The objectives of the
Showgrounds Stimulus Funding program are to:
· Protect
public health and safety, and enhance community use and experience of
showgrounds
· Maximise
opportunities for economic growth relating to showgrounds
· Provide
facilities that support a range showground uses
· Promote
the sustainability of showgrounds across NSW
· Stimulate
economic growth over short-term timeframes in local economies impacted by the
Covid-19 pandemic
· Improve
safety and/or enhance community use and experience of showground assets
· To
the greatest extent possible, engage local trades and suppliers
· Support
business opportunities and promote greater financial sustainability for
community
With a short lead-time for Round
1, staff liaised closely with Management Committees, Show Societies and
relevant user groups to ensure optimal outcomes from the funding opportunity.
Advice from the funding body recommended that Council should submit all
identified projects in the first round. Where appropriate, elements of the
proposals will be rolled into the following round by the grant administrators.
Round 1 outcomes are expected to be advised by mid-June, and Round 2 early in
August 2020.
Staff have commenced compiling
Round 2 applications for projects that required further investigations prior to
commitment, and these will be reassessed when feedback is received from the
funding body for Round 1 applications. It is expected that this feedback will
give more direction as to the size of projects that we should be submitting for
Round 2. The applications for Round 2 require supporting information such as
plans, drawing, quotes etc., hence projects that have already been in train, or
can be readily scoped are being considered due to the tight timeframe.
The following table identifies
proposals that were submitted for Round 1, and those that are proposed to be
submitted to Round 2. A minimum of 10% will be added to all Round 2 proposals
to allow for Project Management costs.
|
Rounds 1 & 2
Proposals
|
|
$
|
Description
|
|
Milton Showground
|
|
Round 1 Applications - Submitted 28 April 2020
|
|
$51,325
|
Stage 1 all-access pathway, joining Secretary’s
Office, past the Outdoor Dining Area, to the road into Camping Area
|
|
$70,675
|
Stage 2 all-access pathway, joining Outdoor Dining
Area, south to road at Cattle Yard entry to Main Arena
|
|
$200,000
|
All-access Amenities block (single shower & toilet
unit + laundry facility) – adjacent to south wall of Outdoor Dining
Area
|
|
$32,000
|
Project Management
|
|
$354,000
|
Total
|
|
Round 2 Applications –
Due 29 May 2020 - Proposed Projects Being Investigated
|
|
$40,000
|
Replace louvre windows – Southern Basketball
Stadium
|
|
$20,000
|
Solar power installation
|
|
$60,000
|
Total
|
|
Nowra Showground
|
|
Round 1 Applications - Submitted 28 April 2020
|
|
$24,300
|
Upgrade floodlighting for Woodchop Area
|
|
$22,495
|
Upgrade air conditioning – Pavilion
|
|
$32,374
|
New carpet – Pavilion
|
|
$65,000
|
Complete Main Arena fencing
|
|
$14,416
|
Project Management
|
|
$158,585
|
Total
|
|
Round 2 Applications –
Due 29 May 2020 - Proposed Projects Being Investigated
|
|
$83,000
|
Final floodlighting pole for main arena (1 pole with 8
lights) - 3 other poles with floodlights are existing on the arena
|
|
$20,000
|
Solar power installation
|
|
$103,000
|
Total
|
|
Berry Showground
|
|
Round 1 Applications - Submitted 28 April 2020
|
|
$7,730
|
Re-furbish Pavilion Annex wall cladding
|
|
$8,850
|
Air conditioning – Grandstand Cafe
|
|
$24,845
|
Stage 1 showground perimeter fencing
|
|
$40,199
|
Stage 2 complete perimeter fencing
|
|
$8,162
|
Project Management
|
|
$89,786
|
Total
|
|
Round 2 Applications –
Due 29 May 2020 - Proposed Projects Being Investigated
|
|
$50,000
|
Animal Nursery – replace existing building,
removing internal pillars
|
|
$20,000
|
Solar power installation
|
|
$70,000
|
Total
|
|
Kangaroo Valley
Showground
|
|
Round 1 Applications -
Submitted 28 April 2020
|
|
$14,091
|
Air conditioning – Main Hall
|
|
$115,000
|
Replace Main Arena fencing
|
|
$12,909
|
Project Management
|
|
$142,000
|
Total
|
|
Round 2 Applications –
Due 29 May 2020 - Proposed Projects Being Investigated
|
|
$150,000
|
Replace floodlighting – Main Arena
|
|
$270,000
|
Drainage and surface reshaping – Main Arena
|
|
$30,000
|
Resurface Carpark between Hall & Pavilion
|
|
$20,000
|
Solar power installation
|
|
$470,000
|
Total
|
Community Engagement
All Show Societies and
Management Committees have been contacted directly to discuss the funding
opportunity and assess priorities for funding applications. Each Committee has
established priority lists for preferred works and Council is working with the
Committees to assess the viability of undertaking each of the proposed works.
Regular user groups have also been advised that applications
are underway, and that proposals are being developed in consultation with the
Management Committees and Show Societies. They are encouraged to liaise with
these organisations to discuss project ideas and priorities.
Policy Implications
All project proposals are
assessed to assure compatibility with Council’s Policies and planning
guidelines, including but not limited to:
· Community
Infrastructure Strategic Plan
· Plans
of Management and Master Plans
· Business
Plan for Community Facilities
· Asset
Management Plans
· Facility
Management Plans
· Management
Committee Guidelines
Financial Implications
The upgrade of existing, or
installation of new infrastructure at the facilities can reduce or increase
operational costs for maintenance and servicing of the infrastructure. Net
additional expenses are noted in annual budget bids for increased operational
funding for public facilities.
It is proposed that Council accept any funding that is
awarded under the grant program, with funds received being reported to Council
via the Quarterly Budget Review reporting process. This will enable the CEO (or
nominee) to enter into funding agreements to secure funds without delay and
expedited quickly in line with the aims of this grant program, which include
providing local economic stimulus and employment opportunities for trades
persons.
Risk Implications
Where relevant, contingency
funds are included in project cost estimates to minimise the risk of projects
exceeding estimated budgets.
Project Managers will adhere to
Council’s WHS and Procurement Policies in order to ensure that compliance
and safety issues are managed effectively during implementation of funded
works.
|
|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
|
SA20.62 Parkcare
Action Plans - Alexandra Street / Bayswood / Carriage Way / Fred Evans Park /
Narrawallee / Main Road Reserve / Marriott Camellia / Mark Radium Park /
Princess Park / St Georges Basin
HPERM Ref: D20/134383
Section: Works
& Services
Approver: Paul
Keech, Director Assets & Works
Attachments: 1. Draft
- Alexandra Park Action Plan (under separate cover) ⇨
2. Draft
- Bayswood Action Plan (under separate cover) ⇨
3. Draft
- Carriage Way Action Plan (under separate cover) ⇨
4. Draft
- Fred Evans Park Action Plan (under separate cover) ⇨
5. Draft
- Narrawallee Action Plan (under separate cover) ⇨
6. Draft
- Main Road Reserve Action Plan (under separate cover) ⇨
7. Draft
- Marriott Camellias Action Plan (under separate cover) ⇨
8. Draft
- Mark Radium Reserve Action Plan (under separate cover) ⇨
9. Draft
- Princess Park Action Plan (under separate cover) ⇨
10. Draft - St Georges
Basin Action Plan (under separate cover) ⇨
Reason for Report
To allow Council to consider
five updated and five new Parkcare Action Plans that have been prepared by
Parkcare Groups and Council staff. The plans are:
|
1.
|
Alexandra Park Parkcare Group
Action
|
Berry
|
New
|
|
2.
|
Bayswood Parkcare Group Action
Plan
|
Vincentia
|
Updated
|
|
3.
|
Carriage Way Parkcare Group
Action Plan
|
Milton
|
New
|
|
4.
|
Fred Evans Park Parkcare Group
Action Plan
|
Culburra Beach
|
Updated
|
|
5.
|
Narrawallee Parkcare Group Action Plan
|
Narrawallee
|
Updated
|
|
6.
|
Main Road Reserve Parkcare
Group Action Plan
|
Cambewarra
|
New
|
|
7.
|
Marriott Camellias Parkcare
Group Action Plan
|
Nowra
|
New
|
|
8.
|
Mark Radium Reserve Parkcare Group Action Plan
|
Berry
|
Updated
|
|
9.
|
Princess Park Parkcare Group
Action
|
Berry
|
New
|
|
10.
|
St Georges Basin Parkcare
Group Action Plan
|
St Georges Basin
|
Updated
|
|
Recommendation (Item to be determined under delegated authority)
That
Council
1. Endorse the updated and new
‘Parkcare’ plans for:
a. Alexandra Park - Berry,
b. Bayswood Park - Vincentia,
c. Carriage Way Park - Milton,
d. Fred Evans Park - Culburra Beach,
e. Narrawallee Park - Narrawallee,
f. Main Road Reserve -
Cambewarra,
g. Marriott Camellias Park - Nowra,
h. Mark Radium Park - Berry,
i. Princess Park - Berry
and
j. St Georges Basin Park -
St Georges Basin.
2. Continue to allocate ongoing annual
operating funding of $400 (GST exclusive and CPI adjusted) for each Parkcare
Group, totalling $4,000, to cover safety
PPE, miscellaneous materials, waste disposal and purchase of minor tools. This has been provided for in the Draft 2020/2021
Operating Budget.
|
Options
1. Approve
continued endorsement of Bayswood Parkcare Group, Fred Evans Park Parkcare
Group, Narrawallee Parkcare Group, Mark Radium Park Parkcare Group, St Georges
Basin Parkcare Group and approve new endorsement of Alexandra Park Parkcare
Group, Carriage Way Parkcare Group, Main Road Reserve Parkcare Group, Marriott
Camellias Parkcare Group, Princess Park Parkcare Group and adopt the draft
Action Plans
Implications: Five groups are currently allocated a
total of $2,000 for continuing support and if this option is adopted five new
groups would be allocated a total of $2,000, both for ongoing support of
Parkcare objectives which would be offset by the free resource offered to
Council. The total cost of supporting the ten Parkcare groups would be an
annual cost of $4,000 which would be provided from the Parks operational
budget.
2. Not continue the
ongoing support of Bayswood Parkcare Group, Fred Evans Park Parkcare Group,
Narrawallee Parkcare Group, Mark Radium Park Parkcare Group, St Georges Basin
Parkcare Group and refuse any new endorsements of Alexandra Street Parkcare
Group, Carriage Way Parkcare Group, Main Road Reserve Parkcare Group, Marriott
Camellias Parkcare Group and Princess Park Parkcare Group pending changes to
the Action Plan.
Implications: There would be a lost opportunity for
Council. It is estimated, from actual volunteer hours of existing Parkcare
groups, that these additional five Action Plans and the volunteer effort that
supports them, allows Council to save in the vicinity of $97,000 per annum (5
parks x average of 275 volunteer hours x $70 per hour for labour) to present
high quality parks and reserves to the various communities
Background
Council engages volunteers such
as Parkcare Groups to achieve higher levels of maintenance at minimal cost to
Council. Council currently has 50 Parkcare Groups with 448 volunteer members
under its Parkcare Programme.
The following two draft Parkcare
Action Plans are up for readoption with no changes:
1. Fred
Evans Park Parkcare Action Plan
2. Narrawallee
Parkcare Action Plan
The following three draft
Parkcare Action Plans are up for readoption with some minor changes:
1. Bayswood Parkcare Action
Plan
The Bayswood Parkcare Group have been assisting in the
maintenance of Pacific City Park and Halloran Street Recreational area. As the
estate has been developed the group would like to add the landscaped road
reserve along Summercloud Crescent and the unnamed park off Halloran &
Spinnaker Reserve. (Please refer to Draft Bayswood Parkcare Action Plan). The
extra areas will be subject to obtaining more volunteers to assist. Council
staff will assist in a membership drive in the Bayswood Estate to recruit more
volunteers.
2. Mark Radium Park
Parkcare Action Plan
The Mark Radium Park Parkcare Group currently has Princess
Park in their plan. Alexandra Park was also intended to be included when the
park and creek were rehabilitated by Council staff and volunteers but never
occurred due to staff workload.
As all three areas have their own goals, different days
the volunteers work and different members, hence the development of two new
plans for Princess Park and Alexandra Park have been drafted for adoption in
this report.
3. St Georges Basin
Parkcare Action Plan
The St Georges Basin Parkcare Group have been assisting in
the maintenance of Grass Tree Reserve and as part of the Basin Bushcare Group
were assisting in the maintenance of Tasman Reserve and Blue Wrens Retreat.
Both Tasman Reserve and Blue Wrens Retreat are classed as
Park and as such a change was required to formally hand them to the Parkcare
Group. Both groups have the same Coordinator and agreed to the change.
The St Georges Basin
Parkcare Group have also requested the draft St Georges Basin Parkcare Action
Plan include St Georges Basin Lions Park, which is an unmade road reserve that
was established into a park, as well as the unnamed reserve between the shops
for litter pick up.
The following five draft
Parkcare Action Plans have been requested from residents who are willing to supplement
Council’s maintenance schedules to enhance their local area.
1. Alexandra Park Parkcare
Action Plan
Alexandra Park was intended to be included into the Mark
Radium Parkcare Group when the park and creek was rehabilitated by Council
staff and volunteers but did not occur at the time.
The group have their own goals, which are different to the
Mark Radium Park Parkcare Group and have been a great asset to Council with
their continued working bees for the park.
2. Carriage Way Parkcare
Action Plan
This area has been recently developed for housing and the
new home owners have requested to form a Parkcare Group to establish the creek
and mown areas as an amenity for the street and to continue maintenance to
maintain a safe environment for the local residents.
3. Main Road Reserve
Parkcare Action Plan
The area behind 6 & 7 Evison Close is a Neighbourhood
Park that has aesthetic value to those that live in the area. The residents
would like to aid in the landscaping and weeding of the area and replant the
creek line to combat erosion.
4. Marriott Camellias
Parkcare Action Plan
The Camellia Gardens were originally established along the
Bomaderry Walk in North Nowra/Bomaderry. These Camellia’s, or their
propagated cuttings, were re-established in Marriott Park circa 1990’s.
Camellias Shoalhaven Incorporated have an interest in Marriott Park and in
particular the Camellias, due to their local historic value.
The group would like to provide assistance in maintaining
the existing and any future plantings and provide information to identify and
label the Camellias at Marriott Park for historic purposes.
5. Princess Park Parkcare
Action Plan
Princess Park was initially included in the Mark Radium
Park Parkcare Plan but as the group has flourished, they now have their own
goals, volunteer members, times and days they work.
The volunteers have been an asset
to Council for their continuing maintenance work in the Park.
Community Engagement
Participation and involvement in the Parkcare Groups is open
to all community members. As all Action Plans require minor consultation, as
per the Bushcare/Parkcare Procedures (PRD20/28), 7.2 Community Consultation.
Financial Implications
Five of the groups have been
established in the Shoalhaven for a number of years and have been allocated the
$400 each, totalling $2,000, in future budgets.
Five groups to be allocated $400
each, totalling $2,000 which is offset by the free resource offered to Council
and to continue the $400 for each group in future budgets.
The total yearly contribution of
$4,000 has been provided for in the draft 2020-2021 Operating budget for Parks
and Open Spaces.
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|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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SA20.63 Comerong
Island Ferry Report
HPERM Ref: D20/144099
Section: Commercial
Services
Approver: Paul
Keech, Director Assets & Works
Reason for Report
The purpose of this report is to provide an update to
Council on the progress of the Comerong Island Ferry project.
|
Recommendation (Item to be determined under delegated authority)
That:
1. After extensive and expert analysis
Council endorse the preferred option to maintain the ferry service to
Comerong Island which is to refurbish the Cormorant pursuant to the
objectives of Council MIN19.554. This would involve rehabilitating the
exiting hull and rebuilding the other components of the ferry (i.e. motor,
wheelhouse decking etc)
2. Council note that tenders will be
called for the refurbishment of the Cormorant from suitably qualified
suppliers
|
Background
On 11 December 2018, a
familiarisation tour was organised for Councillors. The familiarisation tour
allowed staff to brief Councillors on the capacity of the existing ferry
service to facilitate firefighting responses and inspect the assets (ferry,
ramps, road etc) and thus this report is now provided.
At the Strategy and Assets
Committee meeting 13 August 2019 the following was resolved under delegated
authority as follows (MIN19.554);
1 Council
notes that the key aspects of the current Comerong Island Ferry arrangements
are as follows:
a. The service
operates between 6am and 10pm, 7 days a week, with afterhours call out service
available to residents on the island. This call out fee is $120/hour, and this
charge is not in Council’s “Fees and Charges Document”.
b. The Ferry has a
design load limit of 36 tonnes but, given its age, has been operating at a
20-tonne limit since 2010. This limit is sufficient to service the maintenance
needs of Council, the response needs of the Rural Fire Service (RFS) and
general truck needs of residents (i.e. water delivery). Loads larger than 20
tonnes need to be broken down or special punt arrangements need to be made by
the entity requiring the larger load.
c. The current ferry
is approaching the end of its life and is due for replacement, preferably
before the next “out of water service” which is due in November
2020.
d. The service is
operated via a contract with Tono Group Pty Ltd which commenced on 19 July 2017
and will conclude on the 30 June 2022. The cost to operate and maintain the
Ferry is approximately $420,000 per year (including depreciation).
e. The residents,
their visitors and contractors travel at no cost. For other visitors to the
island, the cost of a return ticket is $10, payable by EFTPOS only.
f. The income
generated from the return ticket arrangement is approximately $19,000 (exc.
GST) per year.
g. The residential
property which used to be available to the operator at no cost is now available
at “market rates”, and if the operator wants to utilise the
residence they were required to build that into their costing structure.
2 Council
endorse the current Comerong Island Ferry operating arrangements (described by
the contract with Tono Group Pty Ltd) as being the preferred arrangements to
operate the ferry and that the Chief Executive Officer (Director Assets and
Works) take the necessary steps to replace the existing Comerong Island Ferry
with a vessel that has a load limit of 20t and dimensions capable of carrying
at least two passenger vehicles or a council grader, or a tipper truck or a 13
tonne fire truck, prior to November 2020.
3 The CEO
(Director Assets and Works) look to make savings by reviewing the operating
times and usage costs and report back to Council.
Experts from the RMS were
consulted to assist Council prepare the specification for the provision of a
new ferry (pursuant to MIN19.554). In order to specify a new ferry the
inspections and maintenance history of the exiting ferry were analysed in
detail. Council engaged a Naval Architect in November 2019 to complete an
assessment of the hull thickness, structural integrity and current condition
and determine options moving forward.
The project was impacted by the
flooding of the Shoalhaven River and subsequent debris in February 2020. This
caused significant damage to the drive cables, bearings and wheelhouse, leading
to the ferry being out of service while Council mechanics undertook the urgent
repairs.
In March 2020, Councillors were
briefed on the structural integrity report and cost analysis which supported
the upgrade and refurbishment of the Cormorant and rather than the
option to replace the ferry. The “life” of the Cormorant would be
extended by at least 20 years with the upgrade and refurbishment when combined
with the 5 yearly maintenance and survey regime.
Pursuant to MIN19.554 Part 2,
and in an endeavour to gain sufficient information to determine a way forward,
Council engaged Marine Survey and Design Pty Ltd to:
· Assess
the cost of a new ferry
· Review
and inspect the Ulmarra ferry
· Provide
preliminary estimates on towing costs, steel replacement work, blasting and
painting, new engine, hydraulics, and view RMS spare ramps
· Collate
information including building a specification for an easy to maintain ferry
including cable brakes and suppliers’ details.
Three options have been
considered:
1. Purchase of new ferry to meet specifications.
This is not preferred due to the significant costs involved
and the construction period extending beyond the November “out of
water” maintenance and survey. A new ferry was estimated to have a cost
of approximately $3.5 million.
2. Purchase
of second-hand vessel – Ulmarra ferry
With the new Grafton bridge and freeway bypass opening on
the north coast, Council was advised of the potential for the RMS owned ferry
based at Ulmarra may come offline and be available for purchase. The estimated
cost was approximately $1 million. Subsequent discussions with the RMS advised
that there are currently no plans for this retirement.
3. Refurbish
and upgrade the Cormorant. This would involve refurbishing the exiting hull and
rebuilding the other components of the ferry (i.e. motor, wheelhouse decking
etc)
Marine Survey and Design Pty
Ltd’s hull integrity test determined that Option 3, the overhaul, and
upgrade of our current vessel is the most viable option. Subject to existing
hull integrity these works would enable a further 20 years of service with the
5 yearly major maintenance cycle.
Council staff have been working
with the RMS and Marine Survey and Design Pty Ltd to finalise the
specifications, General Arrangement requirements and a suitable layout has been
determined that will meet Council’s requirement as per MIN19.554.
Site visits have been conducted
to discuss works with qualified contractors capable of carrying out a
refurbishment and blasting project of this size but overall timing of this
project has been impacted due to bushfires, the ferry damage caused due to
flooding in February and restrictions due to the current COVID 19 environment.
The final site visit is to be conducted week ending 24 April and will inform
the final specifications for work required on the ferry.
These specifications will also
inform the design requirements for the approach ramps and associated road
works. The gradient of the approach ramps is a critical factor in the
capability of the road being used as the future maintenance platform.
Project Scope include:
- Final
design of General Arrangement, assessment of angle of gradient for the approach
ramps, construction works,
- Sea
tow to contractor for works
- Alternative
service for residents (ferry and/or punt service may be required during this
period to allow for road works alongside the ferry works)
- Associated
road works and levee bank integrity (predicated on the approach ramps
gradients)
- Ferry
upgrade refurbishment & blasting/repaint.
- Return
to service
Next steps
The final site inspection will enable finalisation of the
General Arrangement of the ferry layout and specification. This will be
followed by a selective tender to the three qualified contractors capable of
completing the works.
Community Engagement
Once the scope, tender and
timeline of the project are finalised, Comerong Island residents will be
notified of the details. Additionally, confirmation of service provision will
be provided following determination of the tenders.
It is important to note that no ferry service is able to be
provided while the approach ramps are being constructed.
Policy Implications
Section 55 of the Local Government Act 1993 provides the
legal framework whereby council can tender work. Council will be progressing to
an open tender.
Financial Implications
Council’s 2019/2020 & 2020/2021 capital budgets
provide for ~$1.2m for these ferry upgrade and refurbishment, approach ramps
and road works. Predicated on the tender results these funds are expected to be
sufficient to complete the project.
Risk Implications
Additional works identified during
drydocking of the vessel could increase the cost. The hull integrity testing
has been conducted to mitigate the exposure.
Marine Survey and Design Pty
Ltd’s have been engaged to ensure legislative compliance and vessel
integrity. Negotiation have commenced in respect of their project management of
the ferry works.
Site inspections of the approach ramps, road works and levee
banks have been completed. Design aspects will be informed by the final site
inspection.
COVID-19 impacts on the successful contractor or roadworks
and approach ramp contractor is unable to be assessed and may impact timelines.
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|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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SA20.64 Fire
Recovery Bridge Reconstruction
HPERM Ref: D20/81964
Section: Works
& Services
Approver: Paul
Keech, Director Assets & Works
Attachments: 1. Photographs
of Reconstruction Works ⇩
Reason for Report
To update Councillors on the
reconstruction progress for the local bridges destroyed during the recent
Currowan Fire event.
|
Recommendation (Item to be determined under delegated authority)
That
with respect to the Currowan Fire 2019/2020 Council note
1. The
progress of the Natural Disaster Funding applications for the following
bridges:
§ Wheelbarrow Road over
Lucy King Creek
§ Brooman Road over
Toomboolomobah Creek
§ Bugong Road over School
Creek
§ Yerriyong Bridge over
tributary of Calymea Creek
2. That these applications were the
first Natural Disaster Funding applications for essential public asset restorations
in NSW.
3. The progress of the reconstruction
of the destroyed bridges.
4. That Council staff are assisting
Eurobodalla Shire Council with the preparation and submission of their
Natural Disaster Funding applications.
|
Options
Nil
Background
Four Natural Disaster Funding applications have been
successfully submitted for the following bridges:
§ Wheelbarrow Road over Lucy
King Creek - $199,347.50
§ Brooman Road over
Toomboolomobah Creek - $472,056.00
§ Bugong Road over School Creek
- $674,394.00; and
§ Yerriyong Road over
tributary of Calymea Creek - $43,995.60
The first funding application, for Brooman Road bridge, was
submitted on 24 January 2020 only 19 days after Council staff became aware of
the first bridge being destroyed. The last application, for Yerriyong bridge,
was submitted on 10 March 2020.
The total amount requested by Council from the Natural
Disaster Funding pool for bridge reconstruction was $1,389,793.10 with
$1,360,793.10 being approved.
The variance, of $29,000 is a result of co-contribution,
similar to an insurance claim excess, which has
been determined in accordance with Appendix D, Cl 1.2 of the Guidelines. Council
was therefore required to fund the balance of $29,000.
It should also be noted that Shoalhaven City Council were
the first to submit Natural Disaster Funding applications for essential public
asset restorations and as a result are in a strong position to have all the
destroyed bridges rebuilt within six months of the loss of these crucial
assets.
It is also pleasing to report that Council staff have been
able to assist Eurobodalla Shire Council with the preparation of their Natural
Disaster Funding applications for lodgement.
Destroyed Bridges Reconstruction
Programme
A programme for the reconstruction works has been developed
by Council staff and is summarised below.
Bugong Road over School Creek
|
Reconstruction
Scope of Works
|
Start Date
|
Completion Date
|
Comments
|
|
Geotechnical investigation
|
20/1/2020
|
14/02/2020
|
Complete
|
|
Bridge Design
|
28/02/2020
|
20/03/2020
|
Complete
|
|
Bridge Bypass
|
23/3/20202
|
17/4/2020
|
Complete
|
|
Bridge Component Supply
|
20/03/2020
|
29/05/2020
|
On track
|
|
Bridge Installation
|
15/05/2020
|
19/06/2020
|
On track
|
|
Concrete Curing, Finalisation
& Handover
|
19/06/2020
|
10/07/2020
|
|
Brooman Road over Toomboolomobah
Creek
|
Reconstruction
Scope of Works
|
Start Date
|
Completion Date
|
Comments
|
|
Geotechnical Investigation
|
21/02/2020
|
28/02/2020
|
Complete
|
|
Bridge Design
|
28/02/2020
|
13/03/2020
|
Complete
|
|
Bridge Component Supply
|
13/03/2020
|
22/05/2020
|
On track
|
|
Bridge Installation
|
08/05/2020
|
12/06/2020
|
On track
|
|
Concrete Curing, Finalisation and
Handover
|
12/06/2020
|
03/07/2020
|
|
Wheelbarrow Road over Lucy King
Creek
|
Reconstruction
Scope of Works
|
Start Date
|
Completion Date
|
Comments
|
|
Bridge Design
|
06/01/2020
|
24/01/2020
|
Complete
|
|
Bridge Component Supply
|
27/01/2020
|
08/02/2020
|
Complete
|
|
Bridge Construction
|
10/02/2020
|
08/05/2020
|
On track
|
|
Finalisation & Handover
|
15/05/2020
|
15/05/2020
|
|
Yerriyong Road over tributary of
Calymea Creek
|
Reconstruction
Scope of Works
|
Start Date
|
Completion Date
|
Comments
|
|
Bridge Design
|
16/03/2020
|
17/04/2020
|
Completed
|
|
Bridge Component Supply
|
19/04/2020
|
29/05/2020
|
On track
|
|
Bridge Construction
|
01/06/2020
|
26/06/2020
|
|
|
Finalisation & Handover
|
29/06/2020
|
29/06/2020
|
|
In summary, Council are on track
to have all the destroyed bridges rebuilt by mid July 2020.
Community Engagement
Various media releases and web
page updates have been provided since the bridges were destroyed in January
2020.
The most recent information can be found via the following
link to Council’s Web Page https://shoalhaven.nsw.gov.au/My-Community/Current-Road-Conditions
Policy Implications
Nil
Financial Implications
An additional $140,000, to cover
the grant excess premium and Council’s day
labour funded works which were not covered under the funding arrangements, has
been required to supplement the successful Natural
Disaster Funding monies received.
These monies have been provided
for through other fire related grants which were confirmed under MIN 20.191 at the Ordinary Council meeting on 24 March
2020.
Risk Implications
Nil
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|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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SA20.65 Far
North Collector Road - Upgrade of Taylors Lane, Cambewarra
HPERM Ref: D20/105762
Section: Project
Delivery & Contracts
Approver: Paul
Keech, Director Assets & Works
Attachments: 1. Far
North Collector Road - Drawings - 5505.01-05 ⇩
2. Public
Exhibition - Explanatory Statement - Taylors Lane Options ⇩
3. Public
Exhibition - Critical Appraisal - Preferred Options Justification (under
separate cover) ⇨
4. Far
North Collector Road - Exhibition Submissions (under separate cover) ⇨
5. Far North Collector Road -
Biodiversity Area Plan ⇩
Reason for Report
To allow Council to consider the
feedback to the public exhibition of the options to upgrade Taylors Lane (off
Moss Vale Road) and thus allow Council to determine the adopted option.
|
Recommendation (Item to be determined under delegated authority)
That
Council upgrade the part of Taylors Lane
shown on drawing 5505.05 in accordance with
Option 4 which is to maintain the existing centreline of Taylors Lane with
the following characteristics:
1. Widen the road 5m each side of the
existing centreline, in accordance with the Development Control Plan for the
Moss Vale Road Urban Release Area.
2. Remove both stands of mature trees
on either side of the existing pavement.
3. Plant suitable Street Trees along
the upgraded Taylors Lane to complement driveways, services and drainage.
4. A biodiversity area equivalent to
150% of the area of trees removed by Option 4 of Taylors Lane in the vicinity
of Bomaderry Creek be revegetated.
|
Options
1. As
recommended. Select Option 4 for the Taylors Lane upgrade.
Implications: Council can advance with project
detailed design, land acquisitions, biodiversity area implementation and
construction for the Taylors Lane upgrade as part of the Far North Collector
Road Network.
2. Council
select Option 2 for the Taylors Lane upgrade.
An Alternative recommendation could be:
1. For
the part of Taylors Lane shown on drawing 5505.03 retain the remnant Taylors
Lane and construct a totally new road to the north, considering the
requirements of the Moss Vale Road South Urban Release Area Development Control
Plan Chapter (Option 2).
Implications: Council can advance with project
detailed design, land acquisitions and construction for the Taylors Lane
upgrade as part of the Far North Collector Road Network. This option would
increase risk and maintenance obligations for Council. It may result in a
change in cost to the project and does not require entry into the Biodiversity
Offset Scheme. There is no guarantee that the trees along Taylors Lane would be
protected or retained into the future under this option.
Background
At the Strategy and Assets
meeting on the 12 November 2019 the Committee resolved as follows (MIN19.835):
1. Note the preferred
option for the upgrade of Taylors Lane (off Moss Vale Road) is Option 4 which
is to maintain the existing centreline with the following characteristics:
a. Widen
the road 5m each side of the existing centreline, in accordance with the
Development Control Plan for the Moss Vale Road Urban Release Area
b. Remove
both stands of mature trees on either side of the existing pavement.
c. Plant
suitable Street Trees along the upgraded Taylors Lane to complement driveways,
services and drainage.
d. Plant replacement
trees as a biodiversity offset in another identified local location.
2. Place the four
options for the upgrade of Taylors Lane on public exhibition (highlighting the
preferred option).
3. As a matter of
priority, Council explore opportunities to implement a new biodiversity area of
an area no less than 150% of the area to be impacted by the construction of the
Far North Collector Road.
4. The
CEO (Director Works and Assets) report back to the Strategy & Assets
Committee on the response to the public exhibition, and thus allow Council to
determine the adopted option for the upgrade of Taylors Lane (off Moss Vale
Road).
The Director Assets and Works
confirmed with Councillor John Wells (Chair of the Strategy & Assets
Committee) on the 12/12/2019 that resolution Item 3 of MIN19.835 (which was
worded on the floor of the committee meeting);
3. As a matter of priority, Council
explore opportunities to implement a new biodiversity area of an area no less
than 150% of the area to be impacted by the construction of the Far North
Collector Road.
should have read.
3. As
a matter of priority, Council explore opportunities to implement a new
biodiversity area of an area no less than 150% of the area of trees
removed by Option 4 of Taylors Lane
The area identified in
Attachment 5 shows the proposed preliminary biodiversity area that is
equivalent to 150% of the treed area of Taylors Lane proposed to be removed by
Option 4. The biodiversity area is on land that Council already owns or land
that will be acquired as part of the Far North Collector Project. It is
proposed to plant 1,134 trees and 1,403 mid story plants in the biodiversity
area to regenerate and enhance native vegetation and habitat as part of an
existing habitat corridor.
The revegetation proposal
involves planting of species from two different riparian vegetation communities
(PCT838 and PCT1105) which are associated with at least two threatened
microbats detected on site at Taylors Lane, including Large-eared Pied Bat.
The revegetation proposal
includes planting of at least two Eucalypt species, one Angophora species and
one Casuarina species (River She-oak) which are all known to form hollows
suitable for the hollow-dependent threatened microbats detected on site.
Spotted gums could be included in suitable parts of the proposed revegetation
area.
If Option 2 is selected the need
for entry into the Biodiversity Offset Scheme (BOS) would not be triggered for
the small number of trees affected at the proposed bend.
The public consultation process proceeded on this basis.
*****
The following documents were
placed on Public Exhibition for 26 days from Monday the 17 February to Friday
13 March 2020.
· Taylors
Lane Drawings (Attachment 1)
· Public
Exhibition – Explanatory Statement (Attachment 2)
· Critical
Appraisal – Preferred Option Justification (Attachment 3)
The documents were made
available for viewing in the Nowra Administration Building, the Ulladulla
Administration Building and via the Shoalhaven City Council website.
Notification of the Public Exhibition was made via:
· An
advertisement in the South Coast Register
· The
news feed section of the Shoalhaven City Council website
· Email
notification to Pride of Bomaderry and Cambewarra Residents & Ratepayers
Association community consultation bodies
· Letters
to the landowners in the vicinity of Taylor Lane
· Email
notification to development industry representatives
· Email
notification to all Councillors
A community information session was also held at 6.00pm on
the 24th of February at the Shoalhaven Indoor Sports Centre.
Approximately 30 people attended the information session.
Community Engagement
Seventeen submissions were
received with the results shown in the table below.
|
In Favour of Option
2
|
In Favour of Option
4
|
Received after the
required date and time, duplicate submissions, submission on behalf of other
people or submission did not provide enough information.
|
|
8
|
1
|
8
|
The majority of submissions were
from existing residents of Taylors Lane in strong favour of Option 2. One
submission in favour of Option 4 was received from a land development
consultant. Submissions are included in attachment 4.
A summary of the main issues
raised, and Council’s comments is tabulated below.
|
Issue Raised
|
Comments
|
|
Loss of natural & cultural heritage
|
These trees do not meet the requirement for listing on the
state heritage register and are not identified as heritage items in the
Shoalhaven LEP 2014.
|
|
The highway at South Nowra was able to maintain trees in
the centre
|
Highways cannot be compared to local roads as they are
governed and funded by different entities. Being multi laned, the highway
does not have the requirement to provide access to residents from the
opposite side of the road. i.e. crossing the centreline to enter a property.
Access to properties is via service lanes.
|
|
‘The 45-degree rule’ is not an Australian
standard
|
It is current Council Policy as it is part of the
Shoalhaven DCP 2014.
|
|
No URA construction Traffic should be allowed to use
Taylors Lane.
|
This request will need to be considered in the assessment
of future development applications for subdivisions within the URA.
|
|
Justification based off the premise that the higher the
density development the better
|
Justification has been based on the current land zoning
and allowable (medium density) development under the Shoalhaven Local
Environmental Plan (SLEP) 2014.
|
|
What makes these trees different to the trees that are to
be retained in the URA?
|
The subject trees are located in an existing road reserve,
not within the URA. The trees earmarked for retention in the URA are not
located in the existing/proposed road reserve. For the section of Taylors
Lane that does fall within the URA the developers will need to provide a road
reserve in accordance with the development control plan, in which trees will
be removed in a similar way to option 4 when developments
start.
|
|
Council to date has not been concerned about the safety of
current residents due to tree branches falling
|
This lane currently services a small group of residences
that are not within walking distance of amenities. In the future there will
be a residential development at one end and a commercial zone (shops) at the
other end, greatly increasing the volume of pedestrian and cyclist
traffic.
|
|
There is the presumption by Council that future
generations will remove the trees
|
It may not be future generations; the land could be
developed now. The assumption made is that any developer would look to
maximise their lot yield, this would require driveway access to Taylors Lane
and the removal of many or all existing trees.
|
|
Option 4 is not based on having the least environmental
impacts
|
The report prepared by the
consultant Peter Dalmazzo only considered short term environmental impacts.
It also states that if the trees do have to be removed then the proposal by
Council in option 4 is an appropriate way to offset the clearing of native
vegetation.
The recommendation of option 4 is based upon long term
consideration of environmental factors as well as existing alignment, future
growth of the area, safety, maintenance, cost, future development,
engineering design, visual aesthetic and the adjoining Moss Vale Road South
URA Development Control Plan Chapter.
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We consider the Visual Aesthetic the most import issue
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Visual aesthetic is one of many considerations. The
recommendation of option 4 is based upon long term consideration of
environmental factors as well as existing alignment, future growth of the
area, safety, maintenance, cost, future development, engineering design,
visual aesthetic and the adjoining Moss Vale Road Development Control
Plan.
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Access to be maintained to residents during construction
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This has not yet been addressed in detail. As has been
done many times before on far busier roads than Taylors Lane, it is envisaged
that part of one lane would be open under a contra-flow arrangement while the
rest of the road is constructed. Due to the extremely low current traffic on
the road it could also be closed with intermittent opening for
residents’ movements as they occur. Depending on the traffic control
measure used traffic control for this scenario may add to the cost of option
4.
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Council justify the premise on the grounds that the area
is now zoned for future ‘medium density’ development, and
therefore the trees MAY become victims of some future, as yet unplanned
development, and that this future unknown developer may suffer financial
hardship due to reduced yield.
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The land is currently zoned medium density and could be
developed now. Landowners or developers will plan the development, not
Council.
Option 4 is based on the assumption that a developer will
maximise their lot yield, meaning they will design to have frontage or at
least access points along Taylors Lane and will clear trees for driveway and
services. There are no restrictions on this land that limit property access
from Taylors Lane.
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The Biodiversity Bank benefits have been grossly over
valued
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They are based upon the requirements of NSW legislation.
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No allowance has been made for the relocation of the
overhead powerlines
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The cost estimate difference between the two options is
not significant (option 4 relocate possibly 2 poles $30K v. 1 pole for option
2 $20K).
It is planned regardless of what option is selected to
provide at least conduit for underground electricity along Taylors Lane.
Underground electricity should be provided in residential areas where
possible.
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The information in the submissions did not provide any new
information that would justify changing the Council project team’s
recommendation from Option 4.
Policy Implications
Council is obligated to adhere
to the Development Control Plan (DCP) when considering residential development
applications, regardless of which option is selected for the upgrade of Taylors
Lane.
In consultation between Assets
& Works and Planning, Environment & Development staff it was identified
that there are really only three potential options to specifically consider
protecting the trees in any future planning and development decisions regarding
the existing R3 zoned land:
· Rezone the area
containing the trees to either E2 or E3 – this would require a resolution
of Council to trigger, initial approval from the NSW Dept of Planning, Industry
and Environment and would then take potentially up to 6 months to complete.
Because of the current provisions (45-degree rule) in Council’s existing
DCP it could still be possible for future dwellings/units in the R3 zone to
impact on the trees in any future E zone. In addition, even if the area was
zoned E2 or E3, consideration would potentially need to be given to driveways
or access into the R3 land via the E zone, resulting in the potential for the
trees to be removed.
· Include a
provision in the DCP – this would require a Council resolution to trigger
and could take up to 6 months to complete. If the land is still zoned R3 then
the DCP provision would be a ‘consideration’ in any future
application. This does not necessarily mean the trees would be protected or retained.
· Impose a
restriction regarding tree removal on the titles of the affected land –
this is perhaps the quickest outcome but could only be implemented with the
consent of the relevant landowners. This may be unlikely.
Assets & Works and Planning, Environment
& Development staff concur that there is no planning option that can
definitively guarantee protection of the trees along Taylors Lane into the
future given the proposed land use adjacent to the stand of trees.
Financial Implications
The cost estimates for land
acquisitions, including the estimated tree management costs for the Taylors
Lane options are as follows:
Option 2 $1,135,000
Option 4 $930,000
The construction cost is similar
for the two options (in the order of $1M). Detailed design will in time yield a
more refined construction cost estimate.
Risk Implications
Potential risks associated with
the upgrade of Taylors Lane include:
• Breach
of the Far North Collector Road Network funding agreement if Council decides
not to proceed with the upgrade to Taylors Lane.
• Breach
of the Far North Collector Road Network funding agreement if Council decides to
delay proceeding with the upgrade to Taylors Lane until planning options to
retain and protect the trees along Taylors Lane are investigated and decided
upon.
Risks associated with the two options
are:
Option 2
• Increased
risk to walkers and cyclists due to falling tree limbs. This risk will be far
less in Option 4 due to the choice of Street Trees.
• Increased
long term maintenance burden on Council.
• Non-optimised
road and drainage design.
Option 4
• This
option requires the removal of a large number of trees initially. The removal
of trees in the Shoalhaven is a divisive issue and selecting this option may cause
reputational damage to Council.
• A
potentially higher than anticipated level of management for the offset plan to
establish new trees.
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SA20.66 Nowra
Golf Course - Proposed Leases to Bomaderry Bowling Club Ltd
HPERM Ref: D20/108860
Section: Technical
Services
Approver: Paul
Keech, Director Assets & Works
Attachments: 1. Overview
of Golf Course - Council and Crown land ⇩
2. Letter
- Bomaderry Bowling Club Limited Rental Approval - Lease Negotiations - SCC
& CL ⇩
3. Lot & DP Aerial overlays ⇩
Reason for Report
To provide Council with an
opportunity to enter into dual leases with Bomaderry Bowling Club Limited
(previously known as Nowra Golf Club Limited) for 86 Fairway Drive, North
Nowra, broken down into two (2) separate agreements between Council and Council
as Crown Land Manager over R68919 (being Crown Land) for the purpose of a Golf
Course, Car Parking & Access.
Note: the Nowra Golf Club Limited and now the Bomaderry
Bowling Club Limited own the Golf Club House on land under a special
arrangement with the State Government.
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Recommendation
That
Council
1. Accept the surrender of the licence
between Council and Nowra Golf Club Limited over Lot 2 DP 540883 & Lot 3
DP 528318 dated 11 October 2001
2. As Crown Land Manager accept the
surrender of the licence between the Greys Beach (R68918) Reserve Trust (the
affairs of which were formerly managed by Council) and Nowra Golf Club
Limited over Lot 7303 DP 1164490 dated 11 October 2001
3. Enter into a lease agreement with
Bomaderry Bowling Club Limited over Lot 2 DP
540883, Lot 3 DP 528318 & Part Lot 1 DP 438034 (Nowra Golf Course - 86
Fairway Drive, North Nowra) for twenty (20) years with annual CPI increases
and market reviews in years 5, 10 & 15 for an initial rent of $5,000
(excl GST)
4. As Crown Land Manager of R68919 (known as Greys Beach Reserve) enter into a Crown lease agreement with Bomaderry Bowling
Club Limited over Part Lot 7303 DP 1164490,
Part Lot 239 DP 728005 & Part Lot 7302 DP 1164490 for twenty (20) years
with annual CPI increases and market reviews in years 5, 10 & 15 for an
initial rent of $1,500 (excl GST)
5. Require each party to pay their own
legal costs in this matter
6. Approve
the Common Seal of the Council of the City of Shoalhaven be affixed to any
documents required to be sealed otherwise the Chief Executive Officer be
authorised to sign any documentation necessary to give effect to this resolution
including negotiating and agree to CPI and market reviews in years 5, 10 & 15.
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Options
1. The
recommendation be adopted.
Implications: Council can proceed to enter into two
(2) separate Lease agreements with Bomaderry Bowling Club Limited for twenty
(20) years, for Council and Crown Land.
2. Not adopt the
recommendation.
Implications: this would effectively terminate the
lease and the Club will be required to surrender the existing agreements. This
effectively shut the Golf Course down and is not a practical option.
Background
Nowra Golf Club Limited initially entered into two (2)
separate Licence agreements, dated 11 October 2001, both for twenty (20)
years, expiring 10 October 2021 for the dual parcels of land at Fairway Drive,
North Nowra, broken up into Crown Land and Council owned land.
Council Land:
Lot 2 DP 540883 known as the Golf course (25.68 ha)
Attachment No 2
Lot 3 DP 528318 known as the
Golf course & road access (1479 sqm) Attachment No 2
Licence Purpose: Golf Course
in conjunction with Clubhouse on adjoining Special Lease 1966/51 and all
matters ancillary thereto.
Fairway Drive from Illaroo Road to the Golf Club house is
for all intense purposes a public road, however it is not located within a road
reserve as defined by the Roads Act 1993. In practical terms it is road built
on Crown Land that provides traffic movements within the Greys Beach Reserve
and access to the boat ramp, car parking areas and the Golf Club.
Crown Land:
Lot 7303 DP 1164490 known as part
Greys Beach Reserve 68919 (3.28 ha)
Licence Purpose: Carpark for
Golf Course and matters incidental including ingress and egress to Carpark
& Golf Course.
In addition to the above, Nowra
Golf Club has a Special Lease 1966/51 directly with Crown Lands for the
clubhouse which commenced on the 1st August 1967 (NSW Government
Gazette No 10, 24th January 1969). Council is not a party to this
agreement. As the club house assets on this special lease was transferred to
the Bomaderry Bowling Club as part of the amalgamation it would not be feasible
to lease the golf course fairways (located on Council land) to another party
for example St Georges basin Country Club. It is for this reason Council has
directly dealt with Bomaderry Bowling Club in this matter.
For high level overview of Crown Land and Council owned land
see Attachment No 1
Nowra Golf Club and
Bomaderry Bowling Club Amalgamation
Nowra Golf Club Limited entered into a Memorandum of
Understanding with Bomaderry Bowling Club Limited on Thursday 9th March
2017 to amalgamate in accordance with the memorandum, the registered Clubs Act,
The Liquor Act and the Corporations Act. The amalgamation was affected by the
continuation of Bomaderry Bowling Club Limited & the dissolution of Nowra
Golf Club Limited.
Part of the amalgamation terms
was that Nowra Golf Club Limited would transfer all assets, debts and
liabilities to Bomaderry Bowling Club Limited.
Bomaderry Bowling Club Limited
has a substantial track record within the local area of providing services to
the community and has previously amalgamated with Berry Bowling Club (2002),
Bomaderry RSL Club (2015) & now Nowra Golf Club (2017).
Since the amalgamation with
Nowra Golf Club Limited, Bomaderry Bowling Club Limited has since contacted
Council to request a transfer of Licence from Nowra Golf Club Limited to
Bomaderry Bowling Club Limited. However due to the Licence agreements excluding
a transfer clause to enable the transaction to proceed, the existing agreements
are required to be surrendered with new agreements put in place.
Given the dearth of comparable
Golf Club rental information available publicly and the fact that no other
party could logically lease the land, Council and the Bomaderry Bowling Club
have negotiated in good faith to agree upon a mutually acceptable rent that
achieves both an increase in the previous peppercorn rent paid whilst not
placing an undue financial burden on either the Golf Club or Bowling Club.
The negotiated agreement,
subject to Council approval has been agreed to in writing by the Board of
Bomaderry Bowling Club Limited (refer Attachment 2 – D20/112518) and is
based on the following terms:
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Council Owned Land
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Crown Land
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Lessee
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Bomaderry Bowling Club
Limited
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Bomaderry Bowling Club
Limited
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Lessor
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Shoalhaven City Council
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Shoalhaven City Council
as Crown Land Manager
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Premises
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Lot 2 DP 540883, Lot 3
DP 528319 & Part Lot 1 DP 438034
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Part Lot 7303 DP
1164490, Part Lot 239 DP 728005 &
Part Lot 7302 DP 116449
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Refer to Attachment 3
(D20/123221) for Lot & DP aerial overlays for the above
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Area
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25.84 ha
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3.34 ha
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Term
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Twenty (20) Years
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Twenty (20) Years
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Commencement Date
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TBA
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TBA
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Option
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Nil
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Nil
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Rent
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$ 5,000.00 excl GST per
annum, payable quarterly in advance
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$ 1,500.00 excl GST per annum,
payable quarterly in advance
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Rent Review
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Annually to CPI
with market reviews at years 5, 10 & 15
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Annually to CPI
with market reviews at years 5, 10 & 15
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Percentage of Outgoings
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N/A
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N/A
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Permitted Use
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Golf Course in
conjunction with Clubhouse on adjoining Special Lease 1966/51 and all matters
ancillary thereto
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Carpark for Golf Course
and matters incidental including ingress and egress to Carpark & Golf
Course.
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Public Risk Insurance
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Twenty million dollars
($20,000,000.00)
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Twenty million dollars
($20,000,000.00)
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Community Engagement
In accordance with Section 47 of the Local Government Act
1993, Council advertised the proposed agreement to Bomaderry Bowling Club
Limited with 28 days public notice expiring 6 September 2019. Zero (0) submissions
were received.
Policy Implications
The proposed Lease terms are in accordance with
Council’s Occupation of Council Owned or Managed Land Policy.
Financial Implications
Council will receive annual rent
for the Leased premises. In addition to the rent received, the Golf Club pays
Council approximately $36,000 in water rates and approximately $1,700 in
Council rates.
Council maintains Fairway Drive to the benefit of the
general community, but the latter part (approximately 415 metres) of Fairway
Drive is more a kin to a dedicated driveway to the Golf Club. Given this
Council subsidises the costs associated with this section by supplying periodic
maintenance (pothole filling) and resealing on an eight to ten-year cycle. The
life cycle cost to Council for this is in the order of approximately $15,000
and this is funded from standard road maintenance allocations.
Risk Implications
Should Council not agree to this
proposal the Bomaderry Bowling Club Limited will be forced to surrender the existing
Licence agreements between Shoalhaven City Council, Crown Lands and Nowra Golf
Club Limited.
There are no council-owned
assets on land in the ownership of Council comprising the golf course fairways.
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SA20.67 Proposed
Sale of Lot 140 DP 11629, Inglewood Crescent, Tomerong
HPERM Ref: D20/124352
Section: Technical
Services
Approver: Paul
Keech, Director Assets & Works
Attachments: 1. Aerial
View - Lot 140 DP 11629 ⇩
2. Jerberra
Estate - Development & Conservation Layout Plan ⇩
3. Robert Albright email offer
to purchase Lot 140 ⇩
Reason for Report
This report provides Council with the opportunity to
consider approving the sale of Lot 140 DP 11629, Inglewood Crescent, Tomerong,
refer to Attachment 1, to Robert Albright for consolidation with his adjoining
Lot 141 to enable a building entitlement under the Jerberra Estate Development
Control Plan (DCP) 2014 Chapter N20.
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Recommendation
That
Council resolves to authorise:
1. The sale by direct negotiation Lot
140 DP 11629 at Inglewood Crescent, Tomerong to Robert Lewis Albright for
$165,000 (inclusive of GST if applicable).
2. The Chief Executive Officer to sign
all documents required to give effect to this resolution and to affix the
Common Seal of the Council of the City of Shoalhaven to all documentation
required to be sealed.
3. Funding all costs associated with
the sale from Job Number 28800.
4. The net proceeds of the sale to be
placed in the Property Reserve.
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Options
1. Adopt the
recommendation.
Implications: Lot 140 is surplus to operational
needs and disposal will generate additional income for the Council and reduce
the Council’s ongoing maintenance burden.
2. Not adopt the
recommendation.
Implications: Council will retain ownership of the
surplus land. In isolation, Lot 140 is under the minimum lot size as per the
DCP and does not meet the requirements for a dwelling entitlement so a possible
resale in the future will be severely protracted.
Background
The Jerberra Estate is a
‘paper subdivision’ originally created in 1922 without any
infrastructure to support its development. Historically, the land had very
limited development potential due to historical planning controls. The land has
generally remained undeveloped and un-serviced bushland apart from numerous
unauthorised structures.
In 2014, Council resolved that
it will not condone illegal development and from a public safety, health and
environment perspective, all existing non-compliance needed to be rectified.
Existing unauthorised structures in the estate had to be regularised by a
development application process or removed. This is when the DCP was
implemented.
A Special Rates Variation was
introduced in 2015 in relation to the funding of the infrastructure and roads
installed in the estate following the implementation of the DCP and the
decision to formulate building entitlements within the estate.
Lot 140, Inglewood Crescent,
Tomerong was acquired by Council in November 2017 in lieu of overdue rates and
has been in Council’s ownership since.
In October 2019, Mr Robert
Albright met with Council staff to discuss the value of Lot 140 and the
potential to purchase of the lot.
Mr Robert Albright’s land
– Lot 141, Inglewood Crescent, Tomerong – is under the minimum lot
size requirement stated in the DCP, so in order to have a successful
development application and dwelling entitlement, he needs to purchase an
adjoining lot to amalgamate to meet the lot size requirement.
The amalgamation of the two lots
would create an allotment of approximately 1.856 hectares, and whilst this is
below the minimum lot size (2ha) a development area is formalised to enable
dwelling entitlement. Refer to Attachment 2. Section 5.1.2 of the DCP allows
for this variation in lot size.
· 5.1.2
Allowable variation to the minimum lot size
This section only applies to Lots 132 to 141 in DP
11629.
In a small
number of cases, development applications will need to be accompanied by a
written request to vary the minimum lot size under clause 4.6 of the Jerberra
LEP. This is necessary because the
combined area of the lots in question is marginally less than the corresponding
area on the corresponding minimum lot size map in the Jerberra LEP.
The written
request will need to state that compliance cannot be achieved, and that the variation
is consistent with the outcomes described in the Jerberra Estate Planning
Proposal. A template for such requests is provided in Supporting Document 3 to
facilitate this. The relevant Lots
are:
· Lots
138 and 139
· Lots
140 and 141
· Lots
137 and 136
· Lots
135 and 134
· Lots
133 and 132
Note that
these Lots will still need to be consolidated to enable development.
Walsh & Monaghan undertook the valuation of Lot
140, Inglewood Crescent, Tomerong in December 2019 and assessed a value of $165,000.
This figure was provided to Robert Albright and in April 2020 he offered same
to Council, refer to Attachment 3.
Community Engagement
The proposed sale of this land is considered to be a local
area low impact issue as outlined in Council’s Community Engagement
Policy.
Financial Implications
The proposed sale of this land
will generate extra income for the Council to set aside for future land
development and disposal projects and reduce the Council’s ongoing
maintenance burden.
By resolving to deal with Mr Robert Albright, owner of Lot
141, and accepting the offer to purchase, Mr Albright will be able to
consolidate the two lots and obtain a development consent for a dwelling and
Council will not be required to meet costs associated with marketing the
property for future resale.
Risk Implications
The direct negotiation for the
sale of Lot 140 in this particular case is the most plausible given the
objectives of the DCP in establishing minimum lot sizes and associated building
entitlements. Council has minimised the risk of direct negotiation by obtaining
valuation advice to ensure value for money is achieved.
In the event the Council took
the property to the open market and Mr Robert Albright was not successful in
purchasing the land, neither property would meet the minimum lot size nor have
a building entitlement. It would still necessitate one owner selling to the
other.
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SA20.68 Creation
of an Asset Protection Zone over Council unmade road adjoining Lot 24 Sec 1 DP
9182 - 11 Grandview St, Erowal Bay
HPERM Ref: D20/131488
Section: Technical
Services
Approver: Paul
Keech, Director Assets & Works
Attachments: 1. Plan
- Proposed APZ - Unmade Council Rd adjoining Lot 24 Sec 1 DP 9182 Erowal Bay ⇩
Reason for Report
To provide Council with an opportunity to consider approving
the creation of an Asset Protection Zone (APZ) over Council’s unmade road
located at First Avenue, Erowal Bay to the benefit of the adjoining landowner
of 11 Grandview Street, Erowal Bay as shown in Attachment 1.
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Recommendation
That
Council:
1. Resolve to approve the creation of
an Asset Protection Zone over Council’s unmade road at First Avenue,
Erowal Bay adjoining the common north boundary of Lot 24 Sec 1 DP 9182 as
shown in Attachment 1 (D20/131596), by way of the positive covenant in
accordance with the provisions of Section 88E of the Conveyancing Act 1919;
2. Require that the landowners of Lot
24 Sec 1 DP 9182 indemnify Council against any loss, injury or damages
incurred whilst on Council owned land and undertaking the activities defined
in the APZ Management Plan and pay all costs, fees and charges (including
legal) associated with the creation of the positive covenant; and
3. Authorise the Chief Executive Officer
to sign any documentation required to give effect to this resolution and to
affix the Common Seal of the Council of the City of Shoalhaven to all
documentation required to be sealed.
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Options
1. Resolve as
recommended
Implications: Creation of the APZ will reduce the
determined Bushfire Attack Level (BAL) from Flame Zone (direct flame exposure,
ember attack & heat flux greater than 40kW/m2) to BAL – 40 (increased
ember attack, ignition of debris, heat flux to 40kW/m2 & flame exposure) in
accordance with the DA Consent.
2. Not resolve as
recommended
That the CEO advise the owner of Lot 24 Sec 1 DP
9182 (11 Grandview St Erowal Bay) that it does not agree to the creation of an
Asset Protection Zone (pursuant to policy POL19/10) as Council does not
consider it appropriate to clear the vegetation to the extent to create an
Asset Protection Zone.
Implications: The development will be required to
comply with construction standards for BAL-Flame Zone which will significantly
increase building costs and potentially result in the proposed dwelling being
redesigned.
Background
11 Grandview Street, Erowal
Bay
The property was acquired by
Council in November 1988 in lieu of unpaid rates. It remained in Council
ownership until declared surplus in early 2017.
In a June 2017 report to Council
seeking a resolution to dispose of the land, two concerns were raised:
a. Strategic Planning
In response to a concern, the soil
was ‘water charged’ a geotechnical investigation was undertaken
which reported there is no specific geotechnical basis that would preclude the
development of the site for residential purposes. Notwithstanding,
elements were identified which will require careful management. It was
recommended that any entity seeking to develop the site complete adequate
assessment to satisfy themselves that any proposed works appropriately consider
any potential constraints.
b. Environmental
Services (Bushfire/Bushland Management)
The land is adjacent an unformed
timbered Council road reserve and as such is part bushfire prone. A development
proposal for a dwelling will trigger compliance with Planning for Bushfire
Protection 2006. This may trigger a referral to the RFS who may require the
development to meet specific conditions.
If the property is to be sold, the
contract for sale will include conditions which adequately cover these issues.
To address the above concerns
and ensure the full disclosure to any potential purchaser the contract for sale
included:
a) Geotechnical report prepared by GHD (ref:
21 / 26340 / 00) dated 28 April 2017
b) Section 149 Certificate specifically
stating:
All of the land subject of this certificate IS
identified as bushfire prone land on a Bushfire Prone Land map certified by the
Commissioner of the NSW Rural Fire Service.
The property was then offered for sale through Ray White
Real Estate Jervis Bay via public auction on 14 October 2017. The property was
passed in but later sold to the current owner via negotiation on 17 October
2017. Settlement occurred on the 8 December 2017.
Granting the
APZ
In December 2019 Council
received an application (DA19/2260) to erect a dwelling on 11 Grandview Street,
Erowal Bay (Lot 24 Sec 1 DP 9182). The assessment of the DA has determined the
BAL as Flame Zone. This bushfire attack level requires the use of building
materials that are highly flame resistant which carries a higher building cost
compared to materials permissible if the bushfire attack level was lower.
To reduce the BAL, the owner of
11 Grandview St, Erowal Bay has made an application to Council for the creation
of an APZ over the adjoining Council unmade road located at First Avenue,
Erowal Bay as shown on Attachment 1. This application will reduce the bushfire
attack level to BAL-40, therefore changing the types of materials used to
construct the dwelling and provide significant savings on construction costs.
The owner of 11 Grandview
Street, Erowal Bay will be required to create a positive covenant over their
property which is to provide for the maintenance of the adjoining Council
unmade road for as long as the covenant exists. Should the road be constructed
in the future, the positive covenant can be released, varied or modified by
Council only. All costs to create the Positive Covenant and maintenance
associated with the APZ will be the responsibility of the landowner of 11
Grandview Street, Erowal Bay.
The
diagram above indicates the proposed APZ over the Council unmade road that will
benefit the owner of Lot 24 (highlighted yellow)
Community Engagement
This matter is considered to be a local area low impact
issue as outlined in Council’s Community Engagement Policy and Handbook
and therefore no community engagement has taken place.
Policy Implications
This matter is in accordance with Council’s Creation
of an Asset Protection Zone over Council Owned or Managed Land Policy (POL
19/10 adopted by Council in April 2019).
Financial Implications
In accordance with Council’s Fees and Charges,
Council’s APZ Approval Fee of $3,000 will be applicable to this application
should Council resolve as recommended.
Risk Implications
Not applicable
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SA20.69 Business
Case - Ranger Services
HPERM Ref: D19/416732
Section: Building
& Compliance Services
Approver: Phil
Costello, Director Planning Environment & Development Group
Reason for Report
In accordance with MIN19.390, this report updates
Councillors on the trial pathway and street signage for dogs on leash at
Adelaide Street Reserve, Greenwell Point. The report also seeks Council
approval to support the Ranger Services Unit to develop and implement a media
campaign to the sum of $30,000.
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Recommendation
That
Council:
1. Receive the status of the trial of
the pathway street signage on the Adelaide Street Reserve, Greenwell Point
for information only (Item 3 of MIN19.390).
2. Accept the framework and approve the
increase funding for Ranger Services to educate owners and enforce existing
dog off-leash areas by allocating an additional budget of $30,000 for media
campaign (Item 4 of MIN19.390).
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Options
1. Adopt the
recommendation as proposed.
Implications: There are a range of benefits
deriving from the adoption of the business case and these include:
· the
potential to improve collaboration between Ranger Services and stakeholders
including the wider community, CCBs, the National Parks and Wildlife Service,
the pet industry and the business sector (including holiday rental properties
and tourist parks);
· create
networks and processes to share information and develop solutions;
· increasing
education and distribution of information in anticipation of seasonal issues;
· provision
of additional after-hours Ranger patrol services, especially during peak
holiday periods; and
· researching
new technology options to improve service delivery.
2. Council not
support the recommendation relating to Item 4 of MIN19.390.
Implications: Not supporting the media campaign
would not alter the status quo. It would not allow Council to improve/increase
education of the community on responsible pet ownership.
Background
At the Strategy and Assets
Committee meeting held on 11 June 2019, Council resolved the following:
1. Not
proceed with the review of Council’s Dog Off Leash Policy.
2. Staff
research and consult with community providing additional off leash areas on a
case by case basis, and report back findings to Council with estimated costings
in the first half of 2020.
3. Recommence
the trial of the pathway street signage on the Adelaide Street Reserve,
Greenwell Point.
4. Receive
a further report setting out the business case for increasing funding for
Ranger Services to educate and enforce existing dogs off leash areas.
In relation to item 2 above, staff will provide a report to
Council in the second half of 2020.
This report will deal with items 3 and 4 of MIN19.390.
Adelaide Street Reserve, Greenwell Point (Item 3 of
MIN19.390)
In accordance with the requirements of item 3 of MIN19.390,
Council staff have implemented the signage trial at Adelaide Street Reserve,
Greenwell Point.
A survey and photographic record of the renovated extended
Adelaide Street Reserve has been completed by Council staff. A combination of
On-Leash signs and pavement stencils have been implemented. The appropriate
type of sign and stencil have been selected from Council’s standard range
and from external options. See photographs below.
Dog Off-Leash – Compliance
– Ranger Services Media Campaign (Item 4 of MIN19.390)
Council’s Rangers Services would like to create an
expansive education campaign across multiple mediums in relation to Responsible
Pet Ownership. The campaign would be structured similar to the 2019 Shorebirds
campaign however, it will be more expansive with advertising and education
materials available.
The campaign will see messages shared across both digital and
analogue mediums. It would include digital advertising, sign replacements and
the development of flyers. Rangers have a strong relationship with The National
Parks and Wildlife Service, CCB’s, the Pet Industry and the Business
Sector (holiday homes and tourist parks) and the campaign will be a
collaborative approach with these organisations.
1. Objectives
of the campaign
To inform the community using educational tools and marketing
avenues about; ongoing public issues with dogs, education on issues such as the
importance of desexing your animals, dealing with the peak kitten season,
holidaying with pets and the interaction of Shorebirds and dogs. This will be
supported by a review of signage and a review of access to on and off leash
areas.
Communications will educate the user about being a responsible
pet owner in the Shoalhaven.
2. Target
audience
The target audiences will be pet owners, visitors to our
region, beach users and animal breeders.
3. Key messages
The
following key messages will be delivered:
· Pets
advertised for sale must be microchipped and registered
· The
importance of desexing your animals
· Contact Council for
assistance with barking dog nuisances, lost pets, native animal issues etc
· Why
we have dog on-leash, dog off-leash and dog prohibited areas
· Changing
pet ownership culture to “adopt don’t shop”
· The
interaction of shorebirds and dogs on the beach
· Animals
on holiday
4. Communication
principles
Messages should be provided to the
community through multiple distribution channels, social, newsletters, radio,
cinema, flyers, signage and television.
There is a need for paid
advertisements in both the digital and traditional media spaces such as
newspapers, radio, inserts, newsletters and cinema.
5. Assets required
The
following assets are required
· Graphic
design content for newspaper advertisements/ newsletter/ inserts
· Graphic
design content for updated signage and flyers produced internally
· A 30 second video
advertisement to be used across social media, television and cinema advertising
6. Communication channels
This campaign will be
promoted using both internal and external mediums.
Internal mediums will
include:
· Social Media,
· In Your Neighbourhood
Newsletters,
· Staff Newsletters,
· Media Releases,
· Website Newsfeed Items,
· flyers available in
Holiday Haven Parks
· Flyers available at Libraries
External mediums will
include:
· Local Newspapers
· Local Television
· Local Radio
· Local Newsletters
· Local Cinema
7. Distribution Plan
Content will be distributed across the year and lead into the
Shorebirds campaign for the Christmas period. Content will be produced for
seasonal issue as set out in the timeline of campaigns below.
Each campaign will require a minimum six-week lead time to
ensure all elements of production is delivered. These elements will then be
distributed across the appropriate mediums.
All campaigns will be shared across Council’s internal
platforms. External platforms will be chosen for each seasonal issue.
8. Estimated costings
|
What
|
Key Details
|
Who’s Responsible
|
Time Period
|
Approximate costing
|
|
Video Production
|
TBA
|
Rangers & Comms Team
|
6-8 weeks
|
Tourism’s Videographer is $40 an hour. It took 12
hours to create the Shorebirds video.
Estimate $480
|
|
Graphic Design
|
For all print advertisements, flyers and signage updates
|
Rangers & Comms Team
|
6 weeks
|
$50 an hour (12 hrs per week)
Total spend $3600
|
|
WIN Network TV
Advertisements
|
Responsible pet
ownership ad
|
Comms Team
|
6-8 weeks
|
$3300 (including GST)
|
|
Prime 7 TV
Advertising
|
Responsible pet
ownership ad
|
Comms Team
|
7 weeks
|
$3795 (including GST)
|
|
Power FM / 2ST Radio
promotion
|
Voice advertisement for
responsible pet ownership. The content will closely follow the video
message
|
Comms Team
|
6 weeks
|
$2310
|
|
Cinema Advertising
|
15 second
advertisement. Approximately $300p/w to advertise at every session.
|
Comms Team
|
6 weeks
|
$2400
|
|
Facebook/Instagram
Advertising
|
Targeted
advertisement featuring differing content (including video) and targeted to
differing audience segments.
Approximately $100p/w
spend or at least $500 per seasonal issue.
|
Comms Team
|
8 weeks
|
$800
|
|
*Community
Newspapers
|
Targeted advertisement
in major community newspapers which receive a high read rate from cover to
cover
|
Comms Team
|
6 weeks
|
$550
|
|
*Local Newspapers
South Coast
Register/ Milton Ulladulla Times
|
Targeted advertisements
in local newspapers
|
Comms Team
|
6-8 weeks
|
Estimated
$650 for a half page and $990 for a full page advertisement.
Digital
advertising is also available at $81 for 3000 impressions and $27 for every
1000 after.
Total spend $3442
|
|
Additional Beach
Patrols - Rangers
|
Targeted beach patrols
to be undertaken by Rangers to promote campaign and enforce breaches
|
Rangers
|
8 weeks
|
Estimated wages $8,000
|
|
Total cost estimate
|
|
|
|
Total spend $28,677
|
Financial
Implications
The cost of the campaign would be
$30,000. This money would need to be allocated through Council’s
budget process.
|
|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
|
SA20.70 Ulladulla
Boardwalk Replacement
HPERM Ref: D20/71379
Section: Environmental
Services
Approver: Phil
Costello, Director Planning Environment & Development Group
Reason for Report
The report is to advise Council
of design options and associated costings for the replacement of the Ulladulla
Harbour Boardwalk, along the waterfront from Marine Rescue Building to the
Ulladulla Sea Pool.
|
Recommendation
(Item to be determined under delegated authority)
That
Council’s Works and Services Section be commissioned to replace the
boardwalk with an oxide finished concrete two (2) metre wide shared footpath in the 2020/21 financial year.
|
Options
1. Resolved
as recommended.
Implications:
The existing timber boardwalk will need to remain closed until such time of
commencement of works in the 2020/21 financial year. This project has been
included in the draft 2020/21 capital works program for Assets & Works
Group.
2. Not
resolve as recommended.
Implications:
Council has a public responsibility in providing safe infrastructure. Council
will be obligated to remove the existing unsafe timber boardwalk.
Background
The Council Ordinary Meeting on the 26 March 2019 (MIN19.1551)
resolved the following:
1. Council provide a
costing on design options for the repair or replacement of the Ulladulla
Harbour Boardwalk, along the waterfront from the Marine Rescue building to the
Ulladulla Sea Pool.
2. Initial funding be
allocated in the 19/20 budget and works commence simultaneously.
3. Council
make application to both State and Commonwealth Governments in an endeavour to
obtain a grant from them to assist with the reconstruction of the boardwalk.
This report has been prepared to
address the above resolution.
The original construction of the
boardwalk was not documented and likely was an early volunteer labour Market
Program (Red Scheme) endorsed due to the popularity of the harbour foreshore.
The Class 2 Condition Assessment of the existing boardwalk confirms that due to
the advanced deterioration of the low set structural components, including
timber piles, hardwood substructure and decking, its removal is necessary.
The option of repairing the boardwalk is not feasible due to
poor structural integrity as noted in the Class 2 Condition Assessment. Figure
1 below illustrates the current condition of the timber structure:
Figure 1 –
Deterioration of the timber structure
Council has investigated a
number of replacement options for the eighty-two (82) metre section. The
following options have been considered as follows:
1. Replacing
the current timber structure
The estimated cost to replace the
timber structure including the removal of the existing structure is
approximately $100,000 (excluding contingencies and GST). This has issues in
regard to life span and high maintenance costs of a timber structure in an
exposed coastal location with increasing usage rate.
2. Replace
timber structure with a two (2) metre wide concrete share path
The proposal is to construct a two
(2) metre wide oxide finished concrete path in accordance with Council’s
Engineering Specification requirements. The works will be undertaken by
Council’s Works and Services Section and include the removal of the
existing timber structure at an estimated total cost of $65,000. The proposal
is considered viable given the exposed coastal location with increasing usage
rate.
3. Replace
timber structure with a raised composite boardwalk
A similar structure has been built at
Lake Conjola using Wagner and an expected cost would be $2,100.00/m (excluding
GST). The removal of the existing boardwalk would be an additional cost along
with a precautionary coastal hazard assessment by Advisian to the elevated
structure taking the estimated cost to over $200,000.
From the above, Option 2 – Replace timber structure
with a two (2) metre wide concrete share path is recommended. This proposed
option is more resilient to coastal processes and provides an extended asset
life in comparison to replacing the timber structure like for like.
No apparent grant funding is
evident at this time. Council’s Assets and Works Group have allocated
$65,000 for the next Financial Year (2020/21 draft budget) subject to council
endorsement.
Community Engagement
Council has received a number of
complaints from the community regarding the deterioration of the boardwalk
structure over the past years. This has led to a resolution from Council as
highlighted above.
Local community engagement will be undertaken once the
funding is secured by Council and a construction program is established next
Financial Year (2020/21).
Financial Implications
Given the urgency of the works,
Council’s Assets and Works have allocated $65,000 in the 2020/21
Financial Year budget for the project subject to Council support.
|
|
Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
|
SA20.71 Draft
Proposal for 2020-21 Water and Sewer Charges
HPERM Ref: D20/100652
Section: Water
Customer & Business Services
Approver: Robert
Horner, Acting Director Shoalhaven Water
Reason for Report
The purpose of this report is
to provide a draft proposal for water and sewer charges for the 2020/21
financial year for Council’s consideration.
|
Recommendation
That
Council adopt the following proposal for inclusion in the draft 2020/21
budget:
1. Water Availability Charge 20mm
– Increase of $1 from $82/connection per annum to $83/connection per
annum
2. Water Usage Charge – Increase
of $0.05 from $1.70/KL to $1.75/KL
3. Sewer Availability Charge 20mm
– Increase of $12.00 from $864/connection per annum to $876/connection
per annum
4. Sewer System Usage Charge –
Increase of $0.10/KL from $1.70/KL to $1.80/KL
5. A contribution from the Water and
Sewer Funds to the COVID – 19 Financial Assistance subsidy, is
applied up to a maximum amount of $88 per property from the Water Fund and
$60 per property from the Sewer Fund in 2020-21.
|
Options
1. Adopt the
recommended pricing.
Implications: This would result in a 1.8% increase
in the Shoalhaven Water Account for water and sewer services for a residential
household using 200KL/annum, or a 1.7% increase for a household using the
Shoalhaven local government area average of 146 KL/annum. The financial
implications of the COVID – 19 Financial Assistance subsidy are
detailed in a separate report.
2. Request further
analysis of other pricing model alternatives and the implications.
Implications: Different pricing paths can be
achieved by deferral or re-prioritisation of capital works (other than those
where contracts are already in place).
Background
The proposed 2020/21 water and
sewer pricing was derived from an analysis of water supply and demand
considerations, operating costs and capital works drivers. Those considerations
are assessed with the intention of keeping water and sewer charges to a
minimum.
The recommended increase in water and sewer pricing for
2020/21 remains unchanged from that previously forecast in the Delivery Program
and Operational Plan (DPOP).
Summary
The effect of the 2020/21
pricing proposal on the Shoalhaven Water bill for a residential connection (in
respect of water supply and sewerage services) is detailed below with prior
year comparatives (refer Table 1).
If the proposed 2020/21 pricing is adopted, property owners
would incur an increase of $20 per annum on their Water Account, based on the
current average annual water consumption of 146KL/annum,
Table 1: Proposed effect on
Shoalhaven Water residential bill (water and sewerage)
Nationally, the typical
residential bill (TRB) is considered the best guide to determining the impact
of pricing on customers and aids comparisons between utilities. Adopting the
TRB (200KL/annum) as the basis for calculating the Water Account normalises the
data, correcting for differences in the volumes of water supplied and provides
insight into price variations.
The TRB in the Shoalhaven, in
comparison to the group performance (of equivalent sized utilities) and the
national median (for all reporting water utilities), as reported in the
National Performance Report for Urban Water Utilities is shown below (refer
Table 2). The national data is only published to 2018-19.
The proposed pricing in this report results in a typical
residential bill of $1,309 for 2020-21, which represents increase of 1.8% from
the current typical residential bill of $1,286 (2019-20). It is anticipated the
proposed pricing will continue to place the typical residential bill in the
Shoalhaven below the group and national median typical residential bill for
2020/21.
Table 2: Pricing
Benchmark - Typical Residential Bill (water & sewerage)
|
|
2017-18
|
2018-19
|
2019-20
|
2020-21
|
|
Shoalhaven
|
$1,270
|
$1,286
|
$1,286
|
$1,309
|
|
Group median
|
$1,434
|
$1,429
|
|
|
|
National median
|
$1,414
|
$1,479
|
|
|
The sewer fund pricing path has
shown increases over recent years, which have been required to fund the backlog
of capital programs and the recently completed works to Bomaderry/Nowra
Treatment Plants (REMS1B) and provision of sewerage services to Woollamia and
St Andrews Way/Berrys Bay.
The current DPOP forecasts a 1.4% increase in the annual
sewer availability charge (based upon a 20mm connection) for 2020/21, and a
$0.10/KL increase to the wastewater usage for applicable commercial and
community service obligation (CSO) categorised properties. These
increases are recommended to apply for 2020/21 as previously proposed.
Other considerations
Historically, the water fund has
achieved results which support the payment of a dividend from the water fund
operating surplus to the general fund. However, it is noted that a range of
assistance measures including water consumption based rebates available to
bushfire and drought impacted customers, in addition to increased levels of
financial assistance administered through Shoalhaven Water’s Payment
Assistance Scheme, will reduce the surplus previously forecast for
2019/20.
The long term (20 year) financial
plan reports increased operational costs and capital works associated primarily
with the Moss Vale Road URA’s, Lake Conjola Trunk Main Replacement,
Flinders Electrical Depot Construction and the Burrier Substation
Renewal. It is forecast that the water fund operating surplus and
resulting dividend declared from that surplus for 2020/21 will decline from
that paid in recent past years. The COVID-19 assistance measures may also
impact on the operating result.
The sewer fund, which has supported significant capital
works in recent years, is forecast to generate an operating surplus from
2020/21 onwards. Planned capital works programs for 2020-21 currently include
the Nowra Treatment Plant Incoming Mains Stage 2, Sewer Pumping Station
Emergency Storage Upgrade Program, St Anns and Lyrebird Pumping Stations
Upgrade, Moss Vale Rd URA’s and the North Nowra Surcharge Main works. It
is anticipated the sewer fund will resume the payment of a dividend from
2020/21, however this will depend on financial impacts from the COVID-19, for
example assistance measures associated with the sewer fund.
COVID – 19 Financial
Assistance subsidy
Shoalhaven Water seeks to
support measures under consideration by Council, to provide relief to
ratepayers of $300 per rate assessment in 2020-21 through the COVID –
19 Financial Assistance subsidy.
A contribution from the
restricted Water and Sewer Funds is proposed through a Financial Assistance
subsidy offered in the form of a rebate, which is applied against charges
raised on the Water Account.
It is proposed that a maximum subsidy of $88 per property
from the Water Fund and $60 per property from the Sewer Fund are applied
against the respective water and sewer charges presented on the Water Account
in 2020-21.
Community Engagement
Any draft proposal adopted by Council will form part of the
community engagement process for the DPOP.
Financial Implications
The draft proposal in this
report seeks to minimise price increases to customers whilst providing funding
for essential infrastructure in a sustainable manner.
A number of variables and
assumptions are considered within the financial models for water and sewer
pricing, including the timing of new infrastructure, interest rates and
climatic factors.
The draft pricing proposal for the
key elements of water and sewer charges is based upon information current to
date. This may be further refined if pertinent information becomes available.
The financial implications of
the COVID – 19 Financial Assistance subsidy are detailed for
consideration in a separate report.
SA20.72 Australian
Government Bureau of Meteorology - National Performance Report 2018/19 Urban
Water Utilities
HPERM Ref: D20/136020
Section: Water
Customer & Business Services
Approver: Robert
Horner, Acting Director Shoalhaven Water
Reason for Report
The purpose of this report is
to inform Council of the outcomes for Shoalhaven as contained within the
National Performance Report (NPR) 2018-19 for Urban Water Utilities. The NPR is
a comprehensive “report card” released at the end of March 2020
outlining utility performance benchmarked for Government, Community and
Industry uses.
|
Recommendation (Item to be determined under delegated authority)
That
the report regarding the Australian Government Bureau of Meteorology National
Performance Report 2018/19 Urban Water Utilities be received for information
in accordance with the Committee’s delegated authority from Council.
|
Options
1. Council could
seek additional information on any of the indicator results.
Background
The Shoalhaven Water Customer Service
Plan outlines water and wastewater customer services and responsibilities in
accordance with the legislative framework for Local Government Water Utilities
in NSW. The NPR 2018-19 for Urban Water Utilities produced by the Australian
Bureau of Meteorology (BOM) benchmarks the performance of 85 urban water
service providers, comprising 80 water utilities and 5 bulk water suppliers,
against a range of indicators covering water resources, pricing, environment,
finance, assets, health and customer service.
Performance monitoring and
benchmarking of Council’s Water Supply and Sewerage businesses is
required under the terms of the National Water Initiative (NWI) and is
facilitated by the BOM. The BOM specifies the criteria by which Water Utilities
are monitored and the results are tabled publicly each year.
This report is provided to
Council following initial analysis of the results and as a summary of the
Shoalhaven Water performance against that of the 23 comparative sized
utilities. Twelve of these utilities are in NSW of which Shoalhaven is the
largest.
Utilities – Grouped by
Size
For the purpose of NPR, the
contributing utilities are grouped by number of connected properties. The
utility groups used are:
|
Group
|
Number
Connected Properties
|
|
Major
|
100,000+
|
|
Large
|
50,000
to 100,000
|
|
Medium
|
20,000
to 50,000
|
|
Small
|
10,000
to 20,000
|
With 49,300 connected
properties, Shoalhaven is the third largest of all Medium Utilities nationally.
With steady growth, it is likely that in the coming years, Shoalhaven will move
into the Large Utilities reporting group. Comparative analysis of
Shoalhaven’s performance against both Medium and Large Utilities has
therefore been included in this report to give an indication of performance
against both current and future reporting peers.
Similar sized utilities in
Medium Utility group include:
|
Water Utility
|
Number
Connected Properties
|
|
North
East Region Water Corporation (Vic)
|
51,900
|
|
Water
Corporation Mandurah (WA)
|
49,500
|
|
Shoalhaven City Council
|
49,300
|
|
Mackay
Regional Council (Qld)
|
46,500
|
|
Wannon
Water (Vic)
|
43,300
|
|
Mid-Coast
Council (NSW)
|
39,600
|
Indicators
The National Performance Report
is designed to outline water consumption trends and 166 indicators relating to
the performance of the urban water industry to;
• Provide
nationally consistent definitions and approaches which enable realistic
comparisons to be made,
• Inform
customers about the level of service they are receiving,
• Build
community confidence and improve the water literacy of the community,
• Inform
the decision-making processes of government, regulatory agencies and water
businesses, and
• Encourage
greater transparency in the way water is managed.
The indicators used in the
2017-18 NPR are contained within 7 broad headings.
1. Water resources
2. Pricing
3. Finance
4. Customer
5. Asset
6. Environment
7. Health
An example of the result for
Shoalhaven within each of the headings has been extracted from the published
report as indicated below, together with a commentary as applicable to support
the results across the suite of indicators.
WATER RESOURCES
W12 - Average Annual
Residential Water Supplied (kL/property)
The average annual residential
water supplied indicator (W12) reports the average volume (kL/property) of
water supplied to residential properties during the reporting year.
The average volume is influenced
by a number of factors, including:
· climate
· rainfall
· water
conservation measures (for example, water restrictions)
· availability
of water supply
· housing
density; and
· water
prices.
The 2018-19 year saw variable weather conditions. With 99
days of Level 1 water restrictions due to drought conditions in 2018-19
Shoalhaven had an 8% drop in residential water consumption. At 146kL/property,
ours was the lowest consumption level across all Medium Utilities and 7th
lowest nationally.
Table 1 W12 - Average
Annual Residential Water Supplied (kL/property)
Performance Comparison –
Medium Utility Group
|
Utility
|
2016-2017
|
2017-2018
|
2018-2019
|
% Change
|
|
Shoalhaven City Council
|
151
|
157
|
146
|
-8%
|
|
Wannon Water
|
136
|
144.1
|
147
|
2%
|
|
Coffs Harbour City Council
|
167.2
|
170
|
154
|
-10%
|
|
Mid Coast Water
|
143.5
|
142
|
155
|
8%
|
|
Queanbeyan-Palerang Regional Council
|
150.3
|
167
|
158
|
-6%
|
|
Clarence Valley Council
|
161.6
|
155
|
159
|
3%
|
|
East Gippsland Region Water Corporation
|
147.8
|
157.4
|
160
|
2%
|
|
Port Macquarie-Hastings Council
|
152.5
|
172
|
160
|
-8%
|
|
Tweed Shire Council
|
177.9
|
176
|
177
|
1%
|
|
Fraser Coast Regional Council
|
200.7
|
163.8
|
186
|
12%
|
|
Mackay Regional Council
|
174.6
|
180.2
|
187
|
4%
|
|
Water Corporation - Mandurah
|
221
|
215.7
|
212
|
-2%
|
|
North East Region Water Corporation
|
198.3
|
208.3
|
224
|
7%
|
|
Gladstone Regional Council
|
223.6
|
132.5
|
239
|
45%
|
|
Bundaberg Regional Council
|
234.3
|
217.5
|
243
|
11%
|
|
Tamworth Regional Council
|
230.2
|
291
|
247
|
-18%
|
|
Grampians Wimmera Mallee Water Corp
|
209.9
|
316.4
|
249
|
-27%
|
|
Albury City Council
|
204
|
237
|
252
|
6%
|
|
Dubbo Regional Council
|
300
|
386
|
337
|
-15%
|
|
Riverina Water
|
298
|
311
|
343
|
9%
|
|
Rockhampton Regional Council
|
344.7
|
342.7
|
375
|
9%
|
|
Lower Murray Urban and Rural Water Corp
|
427.8
|
490
|
519
|
6%
|
|
GROUP AVERAGE - MEDIUM
|
|
|
229
|
2.2%
|
|
GROUP AVERAGE - LARGE
|
|
|
223
|
6.1%
|
|
NATIONAL AVERAGE
|
|
|
214
|
nil
|
W26 Recycled Water Supplied
(Total Volume - ML)
W26 - Total recycled water
supplied is the sum of all treated sewage effluent used by the utility and its
customers. It includes residential, commercial, industrial, agricultural, and
environmental use as well as onsite use by the utility.
Echoing treated water consumption trends, the total volume
of recycled consumption decreased in 2018-19. With particularly dry weather
conditions in 2019-20, it is expected that recycled water consumption will
considerably increase in the coming reporting year.
Table 2 – W26
Total volume of recycled water supplied (ML)
Performance Comparison –
Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
North East Region Water Corporation
|
|
8432
|
7955
|
-6%
|
|
Fraser Coast Regional Council
|
|
4739
|
5591
|
15%
|
|
Wagga Wagga City Council
|
5227
|
5008
|
4986
|
0%
|
|
Tamworth Regional Council
|
4188
|
4060
|
4563
|
11%
|
|
Mackay Regional Council
|
2602
|
4263
|
4263
|
0%
|
|
Gladstone Regional Council
|
2889
|
3166
|
3174
|
0%
|
|
Grampians Wimmera Mallee Water Corp
|
|
2147
|
2569
|
16%
|
|
Albury City Council
|
1344
|
3885
|
2457
|
-58%
|
|
Dubbo Regional Council
|
2327
|
3043
|
2448
|
-24%
|
|
Shoalhaven City Council
|
1576
|
2289
|
2185
|
-5%
|
|
Wannon Water
|
1656
|
1779
|
2008
|
11%
|
|
MidCoast Water
|
1033
|
1290
|
1432
|
10%
|
|
East Gippsland Region Water Corporation
|
1670
|
2774
|
1139
|
-144%
|
|
Coffs Harbour City Council
|
1229
|
1650
|
965
|
-71%
|
|
Tweed Shire Council
|
824
|
852
|
879
|
3%
|
|
Rockhampton Regional Council
|
801
|
755
|
717
|
-5%
|
|
Bundaberg Regional Council
|
452
|
352
|
533
|
34%
|
|
Lower Murray Urban and Rural Water Corp
|
3759
|
387
|
483
|
20%
|
|
Port Macquarie-Hastings Council
|
481
|
400
|
440
|
9%
|
|
Clarence Valley Council
|
329
|
376
|
376
|
0%
|
|
Water Corporation - Mandurah
|
168
|
226
|
239
|
5%
|
|
Queanbeyan-Palerang Regional Council
|
158
|
70
|
70
|
0%
|
|
GROUP AVERAGE - MEDIUM
|
|
|
2249
|
15.7%
|
|
GROUP AVERAGE - LARGE
|
|
|
1993
|
-18.5%
|
|
NATIONAL AVERAGE
|
|
|
3100
|
4.5%
|
PRICING
There are various indicators by
which utilities are measured on pricing. This can include straight charge
comparisons or total customer bills based on the utility residential average or
a universal 200kL of water use.
P3 – Typical
Residential Bill – Water - based on average residential annual water
supplied
In 2018-19 Shoalhaven again
recorded the most affordable annual residential bill (water) at $330.75, a 7%
decrease on last year which is due to the decreased average annual residential
water consumption.
The result places Shoalhaven as having the lowest annual
residential bill for water supply across all measured utilities nationally.
Table 3 - P3 –
Typical Residential Bill ($) – water
Performance Comparison –
Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Shoalhaven City Council
|
349.26
|
354.21
|
330.75
|
-7%
|
|
Wannon Water
|
352.27
|
368.29
|
374.20
|
2%
|
|
Clarence Valley Council
|
518.15
|
499.42
|
508.45
|
2%
|
|
East Gippsland Region Water Corp
|
547.33
|
568.21
|
519.00
|
-9%
|
|
Lower Murray Urban and Rural Water Corp
|
453.81
|
496.3
|
519.39
|
4%
|
|
Albury City Council
|
436.40
|
503.49
|
519.88
|
3%
|
|
Coffs Harbour City Council
|
615.54
|
628.31
|
596.80
|
-5%
|
|
Tamworth Regional Council
|
619.48
|
711.63
|
646.34
|
-10%
|
|
Port Macquarie-Hastings Council
|
641.44
|
691.56
|
656.47
|
-5%
|
|
Riverina Water
|
600.21
|
617.86
|
660.12
|
6%
|
|
Water Corporation - Mandurah
|
646.52
|
661.17
|
672.45
|
2%
|
|
Mackay Regional Council
|
641.34
|
667.93
|
693.70
|
4%
|
|
Rockhampton Regional Council
|
655.84
|
666.4
|
701.74
|
5%
|
|
North East Region Water Corp
|
652.73
|
670.88
|
708.87
|
5%
|
|
Tweed Shire Council
|
693.76
|
692.48
|
710.99
|
3%
|
|
Bundaberg Regional Council
|
735.62
|
711.46
|
736.89
|
3%
|
|
Fraser Coast Regional Council
|
865.13
|
798.31
|
795.74
|
0%
|
|
MidCoast Water
|
709.62
|
753.62
|
861.45
|
13%
|
|
Grampians Wimmera Mallee Water Corp
|
842.13
|
886.81
|
863.26
|
-3%
|
|
Gladstone Regional Council
|
876.53
|
745.14
|
918.90
|
19%
|
|
Dubbo Regional Council
|
840.06
|
1035.96
|
944.94
|
-10%
|
|
Queanbeyan-Palerang Regional Council
|
827.63
|
905.1
|
985.33
|
8%
|
|
Wagga Wagga City Council
|
349.26
|
354.21
|
330.75
|
-7%
|
|
GROUP AVERAGE - MEDIUM
|
|
|
$678.44
|
3.2%
|
|
GROUP AVERAGE - LARGE
|
|
|
$665.20
|
3.6%
|
|
NATIONAL AVERAGE
|
|
|
$698.71
|
2.1%
|
P8 – Typical
Residential Bill – Water & Sewer - based on average residential
annual water supplied
The typical residential bill
(P8) has the same parameter to water as shown above but includes sewerage
charges. Shoalhaven has the fourth lowest typical residential bill in the
Medium group, being $237 less than the group average and $184 less than the
national average.
Table
4 P8 – Typical Residential Bill ($) – Water & Sewer
Performance
Comparison – Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
North East Region Water Corporation
|
891.00
|
909.00
|
948.00
|
4.11%
|
|
Lower Murray Urban and Rural Water Corp
|
939.00
|
984.00
|
1006.00
|
2.19%
|
|
Wannon Water
|
1108.00
|
1115.00
|
1111.00
|
-0.36%
|
|
East Gippsland Region Water Corp
|
1232.00
|
1239.00
|
1184.00
|
-4.65%
|
|
Shoalhaven City Council
|
1173.00
|
1197.00
|
1195.00
|
-0.17%
|
|
Albury City Council
|
1175.00
|
1229.00
|
1233.00
|
0.32%
|
|
Rockhampton Regional Council
|
1266.00
|
1290.00
|
1326.00
|
2.71%
|
|
Grampians Wimmera Mallee Water Corp
|
1343.00
|
1389.00
|
1360.00
|
-2.13%
|
|
Coffs Harbour City Council
|
1451.00
|
1447.00
|
1435.00
|
-0.84%
|
|
Tamworth Regional Council
|
1439.00
|
1528.00
|
1468.00
|
-4.09%
|
|
Bundaberg Regional Council
|
1466.00
|
1449.00
|
1481.00
|
2.16%
|
|
Mackay Regional Council
|
1427.00
|
1458.00
|
1486.00
|
1.88%
|
|
Port Macquarie-Hastings Council
|
1474.00
|
1546.00
|
1516.00
|
-1.98%
|
|
Fraser Coast Regional Council
|
1660.00
|
1591.00
|
1534.00
|
-3.72%
|
|
Tweed Shire Council
|
1528.00
|
1526.00
|
1565.00
|
2.49%
|
|
Clarence Valley Council
|
1650.00
|
1626.00
|
1633.00
|
0.43%
|
|
Gladstone Regional Council
|
1568.00
|
1492.00
|
1654.00
|
9.79%
|
|
Queanbeyan-Palerang Regional Council
|
1494.00
|
1572.00
|
1657.00
|
5.13%
|
|
Dubbo Regional Council
|
1591.00
|
1784.00
|
1700.00
|
-4.94%
|
|
Water Corporation - Mandurah
|
1610.00
|
1657.00
|
1704.00
|
2.76%
|
|
MidCoast Water
|
1715.00
|
1789.00
|
1880.00
|
4.84%
|
|
GROUP AVERAGE - MEDIUM
|
|
|
$1432.19
|
0.86%
|
|
GROUP AVERAGE - LARGE
|
|
|
$1380.00
|
1.04%
|
|
NATIONAL AVERAGE
|
|
|
$1379.77
|
0.71%
|
P7 - Annual bill based on
200kL/annum (water & sewerage) ($)
The annual bill based on 200 kL
for water and sewerage services (P7) is the sum charge for the provision of
services to a residential customer using a typical volume of water. This
indicator aids comparisons between utilities and is a more realistic benchmark
of pricing and transparency of tariff increases. Table 5 shows
Shoalhaven’s performance within the Medium group ($146 less than group
average and $81 less than the National average). Table 6 makes a further
comparison to utilities surrounding the Shoalhaven ($184 less than the
average).
Table
5 P7 Annual bill based on 200kL/a (water & sewerage) ($)
Performance
Comparison – Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Lower Murray Urban and Rural Water Corp
|
782.00
|
784.00
|
783.00
|
-0.13%
|
|
North East Region Water Corp
|
895.00
|
890.00
|
896.00
|
0.67%
|
|
Albury City Council
|
1170.00
|
1148.00
|
1134.00
|
-1.23%
|
|
Rockhampton Regional Council
|
1141.00
|
1165.00
|
1166.00
|
0.09%
|
|
Wannon Water
|
1244.00
|
1236.00
|
1236.00
|
0.00%
|
|
Shoalhaven City Council
|
1261.00
|
1273.00
|
1286.00
|
1.01%
|
|
East Gippsland Region Water Corp
|
1345.00
|
1335.00
|
1300.00
|
-2.69%
|
|
Grampians Wimmera Mallee Water Corp
|
1336.00
|
1337.00
|
1309.00
|
-2.14%
|
|
Tamworth Regional Council
|
1395.00
|
1389.00
|
1397.00
|
0.57%
|
|
Dubbo Regional Council
|
1417.00
|
1411.00
|
1424.00
|
0.91%
|
|
Bundaberg Regional Council
|
1434.00
|
1434.00
|
1429.00
|
-0.35%
|
|
Mackay Regional Council
|
1463.00
|
1473.00
|
1479.00
|
0.41%
|
|
Fraser Coast Regional Council
|
1661.00
|
1657.00
|
1560.00
|
-6.22%
|
|
Coffs Harbour City Council
|
1545.00
|
1532.00
|
1569.00
|
2.36%
|
|
Gladstone Regional Council
|
1521.00
|
1601.00
|
1575.00
|
-1.65%
|
|
Port Macquarie-Hastings Council
|
1607.00
|
1626.00
|
1632.00
|
0.37%
|
|
Tweed Shire Council
|
1598.00
|
1596.00
|
1635.00
|
2.39%
|
|
Water Corporation - Mandurah
|
1564.00
|
1620.00
|
1676.00
|
3.34%
|
|
Clarence Valley Council
|
1743.00
|
1737.00
|
1735.00
|
-0.12%
|
|
Queanbeyan-Palerang Regional Council
|
1697.00
|
1702.00
|
1819.00
|
6.43%
|
|
MidCoast Water
|
1898.00
|
1983.00
|
2043.00
|
2.94%
|
|
GROUP AVERAGE - MEDIUM
|
|
|
$1432.52
|
1.45%
|
|
GROUP AVERAGE - LARGE
|
|
|
$1364.40
|
3.84%
|
|
NATIONAL AVERAGE
|
|
|
$1367.71
|
-0.31%
|
Table 6 P7 Annual
bill based on 200kL/annum (water & sewerage) ($)
Performance Comparison –
Utilities near Shoalhaven
|
Utility
|
2015–16
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Sydney Water Corporation
|
1230
|
1113
|
1114
|
1104
|
-0.9%
|
|
Shoalhaven City Council
|
1246
|
1261
|
1273
|
1286
|
1.01%
|
|
Wingecarribee Shire Council
|
1601
|
1546
|
1517
|
1534
|
1.12%
|
|
Goulburn Mulwaree Council
|
1338
|
1357
|
1356
|
1492
|
10.03%
|
|
Bega Valley Shire Council
|
1980
|
1973
|
1966
|
1983
|
0.86%
|
|
Eurobodalla Shire Council
|
1972
|
1969
|
1981
|
1990
|
0.45%
|
|
AVERAGE
|
$1,561.16
|
$1,536.50
|
$1,534.50
|
$1,564.83
|
1.97%
|
FINANCE
F16 - Total capital
expenditure for water and sewerage ($000s)
This comparison presents the
total capital expenditure in real dollar terms and provides the total level of
capital investment against similar sized utilities. A number of factors
influence capital expenditure (age/lifecycle of infrastructure and growth) and
therefore a utility performance in this indicator will be “lumpy”
over time as many projects are one off and can take several years to complete.
Shoalhaven capital expenditure
on sewer infrastructure ($34,310,000) made up the bulk of the total but was well
down on the previous year ($111,681,000) as REMS project works progressed.
Table 7 – F16
Total capital expenditure for water and sewerage ($000s)
Performance Comparison –
Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Shoalhaven City Council
|
61447
|
127992
|
40367
|
-217%
|
|
Port Macquarie-Hastings Council
|
27198
|
19573
|
31228
|
37%
|
|
Fraser Coast Regional Council
|
22196
|
19790
|
22329
|
11%
|
|
Wannon Water
|
19084
|
19091
|
21059
|
9%
|
|
Mackay Regional Council
|
11447
|
12439
|
20465
|
39%
|
|
Grampians Wimmera Mallee Water Corp
|
6946
|
16331
|
19601
|
17%
|
|
Water Corporation - Mandurah
|
22040
|
18808
|
15977
|
-18%
|
|
Gladstone Regional Council
|
23279
|
27107
|
15287
|
-77%
|
|
Rockhampton Regional Council
|
16950
|
17307
|
15248
|
-14%
|
|
North East Region Water Corp
|
9129
|
18493
|
14284
|
-29%
|
|
Lower Murray Urban and Rural Water Corp
|
5135
|
12782
|
13132
|
3%
|
|
East Gippsland Region Water Corp
|
11532
|
8495
|
11066
|
23%
|
|
MidCoast Water
|
9571
|
15651
|
11008
|
-42%
|
|
Albury City Council
|
9522
|
5454
|
10172
|
46%
|
|
Queanbeyan-Palerang Regional Council
|
56150
|
12272
|
10091
|
-22%
|
|
Coffs Harbour City Council
|
5586
|
7140
|
9633
|
26%
|
|
Tweed Shire Council
|
7100
|
8444
|
9628
|
12%
|
|
Bundaberg Regional Council
|
32923
|
27382
|
9597
|
-185%
|
|
Clarence Valley Council
|
3569
|
4373
|
7959
|
45%
|
|
Tamworth Regional Council
|
16088
|
10464
|
7820
|
-34%
|
|
GROUP AVERAGE - MEDIUM
|
$18,844
|
$20,469
|
$15,798
|
-22.8%
|
|
GROUP AVERAGE - LARGE
|
$ 33,654
|
$36,518
|
$35,549
|
-2.65%
|
|
NATIONAL AVERAGE
|
$53,103
|
$56,220
|
$67,263
|
19.64%
|
F13 - Combined
Operating cost ($/property)
This indicator is considered to
be one of the most important benchmarks within the NPR reporting suite. The
indicator measures the operating costs (for operation, maintenance and
administration) of each water utility in relation to the number of properties
serviced. Operating costs are influenced by many factors, including:
• utility
size
• climate
and rainfall
• the
method and the distance that water is transported
• the
sources of water
• input
cost escalation (e.g. the costs of fuel, chemicals and labour), and
• the
level of water and sewage treatment required
The combined operating cost for
Shoalhaven was $896 per property, up $103 on the previous year ($793). This
increase is largely attributed to extensive capital works from the Sewer Fund
(REMS1B), with increased borrowing costs and depreciation associated with the
capitalisation of assets.
Table 8 – F13 Combined
Operating cost ($/property) - Performance Comparison – Medium Utility
Group
|
Utility
|
2016-17
|
2017-18
|
2018-19
|
% Change
|
|
Water Corporation - Mandurah
|
611.29
|
633.16
|
579.70
|
-9%
|
|
Rockhampton Regional Council
|
665.88
|
659.35
|
673.00
|
2%
|
|
Lower Murray Urban and Rural Water Corp
|
825.89
|
767.02
|
735.25
|
-4%
|
|
Albury City Council
|
681.02
|
702.73
|
763.45
|
8%
|
|
Clarence Valley Council
|
819.75
|
832.4
|
796.69
|
-4%
|
|
Bundaberg Regional Council
|
690.69
|
834.65
|
825.97
|
-1%
|
|
North East Region Water Corp
|
911.34
|
888.4
|
858.00
|
-4%
|
|
Shoalhaven City Council
|
817.16
|
793.5
|
896.39
|
11%
|
|
Fraser Coast Regional Council
|
951.88
|
1019.32
|
902.02
|
-13%
|
|
East Gippsland Region Water Corp
|
1076.09
|
937.19
|
903.68
|
-4%
|
|
Port Macquarie-Hastings Council
|
901.6
|
976.58
|
908.37
|
-8%
|
|
Wannon Water
|
956.31
|
982.93
|
961.00
|
-2%
|
|
Grampians Wimmera Mallee Water Corp
|
993.61
|
1009.04
|
964.00
|
-5%
|
|
Coffs Harbour City Council
|
996.72
|
1019.81
|
999.24
|
-2%
|
|
Tamworth Regional Council
|
978.9
|
1027.99
|
1023.78
|
0%
|
|
Tweed Shire Council
|
1008.73
|
1009.58
|
1033.47
|
2%
|
|
Mackay Regional Council
|
927.86
|
1017.76
|
1174.96
|
13%
|
|
MidCoast Water
|
1023.34
|
996.24
|
1208.81
|
18%
|
|
Queanbeyan-Palerang Regional Council
|
1406.38
|
1383.78
|
1246.95
|
-11%
|
|
Gladstone Regional Council
|
1065.18
|
1565.82
|
1273.31
|
-23%
|
|
GROUP AVERAGE - MEDIUM
|
$915.48
|
$952.86
|
$936.40
|
-1.72%
|
|
GROUP AVERAGE - LARGE
|
$890.19
|
$915.63
|
$943.14
|
3.0%
|
|
NATIONAL AVERAGE
|
$2,461.28
|
$931.72
|
$947.90
|
1.74%
|
CUSTOMER
C15 – Average duration
of unplanned outages (minutes)
This indicator reports the
average time (in minutes) that a customer is without water supply due to an
unforeseen interruption to service. It also includes instances in which
scheduled (planned) interruptions exceed the time limit originally notified by
a utility. It is a partial indicator of customer service and the condition of
the water network, and of how effectively the operation of the network is being
managed.
Nationally, rural water supply
networks have higher interruption timeframes owing to the expanse of networks
and overcoming difficult access conditions. Shoalhaven (94 minutes) has
historically been higher than others given that we also have the third largest
mains network in our group to maintain but it is pleasing to see an improved
result this year. The results vary year to year depending on the nature,
location or environmental conditions of a particular incident.
Table
9 – C15 Average during of unplanned outages (minutes) Performance
Comparison – Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Mackay Regional Council
|
66.5
|
63.6
|
19
|
70%
|
|
Rockhampton Regional Council
|
39.8
|
34.4
|
33
|
5%
|
|
Bundaberg Regional Council
|
138
|
77
|
58
|
25%
|
|
Lower Murray Urban and Rural Water Corp
|
57
|
59
|
62
|
-5%
|
|
Gladstone Regional Council
|
47.6
|
23.2
|
70
|
-201%
|
|
Water Corporation - Mandurah
|
71
|
65
|
71
|
-9%
|
|
East Gippsland Region Water Corp
|
92
|
76
|
72
|
5%
|
|
Port Macquarie-Hastings Council
|
30
|
30
|
90
|
-200%
|
|
Wannon Water
|
93.5
|
79.3
|
90
|
-14%
|
|
Shoalhaven City Council
|
104
|
147
|
94
|
36%
|
|
North East Region Water Corp
|
111.5
|
99.4
|
96
|
3%
|
|
Fraser Coast Regional Council
|
105.6
|
230.3
|
105
|
54%
|
|
Grampians Wimmera Mallee Water Corp
|
94.4
|
103.4
|
115
|
-11%
|
|
Dubbo Regional Council
|
162
|
129
|
142
|
-10%
|
|
Tweed Shire Council
|
136
|
141
|
159
|
-13%
|
|
Coffs Harbour City Council
|
120
|
120
|
207
|
-73%
|
|
Riverina Water
|
183
|
242
|
233
|
4%
|
|
Albury City Council
|
119
|
266
|
254
|
5%
|
|
Tamworth Regional Council
|
-
|
0
|
420
|
-
|
|
GROUP AVERAGE - MEDIUM
|
98
|
110
|
126
|
-14.5%
|
|
GROUP AVERAGE - LARGE
|
171
|
220
|
289
|
-31%
|
|
NATIONAL AVERAGE
|
122
|
141
|
157
|
-11.3%
|
C14 – Percentage of
calls answered by an operator within 30 seconds
This indicator measures the
number of calls answered within 30 seconds after the ‘operator’
option is selected. It gives an indication of the efficiency of the
utility’s customer service arrangements and is affected by the ratio of
customer service staff to customers, particularly when severe events result in
a large increase in customer calls.
In 2018-19 the percentage of
calls answered Nationally was 80% and the average in the medium group was 87%.
Shoalhaven continued its strong performance with 98% making this the twelfth
year at or above our group average. The strength for Shoalhaven is considered
to be the employment, stability and retention of workforce assets through
multi-skilling.
Table 10 - C14 –
Percentage of calls answered by an operator within 30 seconds Performance
Comparison – Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
East Gippsland Region Water Corp
|
99
|
99
|
99
|
0%
|
|
Wannon Water
|
98.8
|
98.8
|
99
|
0%
|
|
North East Region Water Corp
|
90
|
96
|
98
|
2%
|
|
Shoalhaven City Council
|
98
|
98
|
98
|
0%
|
|
Mackay Regional Council
|
No data
|
97
|
97
|
0%
|
|
Bundaberg Regional Council
|
No data
|
95
|
96
|
1%
|
|
Lower Murray Urban and Rural Water Corp
|
94
|
95
|
94
|
-1%
|
|
Wagga Wagga City Council
|
94
|
94
|
92
|
-2%
|
|
Grampians Wimmera Mallee Water Corp
|
92.3
|
91.4
|
91
|
-1%
|
|
Gladstone Regional Council
|
No data
|
100
|
80
|
-25%
|
|
Coffs Harbour City Council
|
99
|
99
|
76
|
-30%
|
|
Rockhampton Regional Council
|
No data
|
80
|
76
|
-5%
|
|
Port Macquarie-Hastings Council
|
96
|
96
|
75
|
-28%
|
|
Dubbo Regional Council
|
No data
|
No data
|
69
|
-
|
|
Tweed Shire Council
|
50
|
50
|
69
|
28%
|
|
GROUP AVERAGE - MEDIUM
|
91
|
92
|
87
|
-5%
|
|
GROUP AVERAGE - LARGE
|
89
|
83
|
75
|
-9%
|
|
NATIONAL AVERAGE
|
82
|
82
|
80
|
-2.5%
|
C13 – Total complaints
water and sewerage (per 1,000 properties)
This indicator is a partial
measure of a utility’s customer satisfaction and operational performance.
Complaints are recorded based on verbal or written communication.
The Shoalhaven Water increasing
trend is largely the result of improved data capture and processing. The result
remains a positive outcome in comparison to the group and National figures.
Table 11 – C13
– Total complaints water and sewerage Performance Comparison
Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Gladstone
Regional Council
|
0.3
|
0.3
|
0
|
-
|
|
Coffs
Harbour City Council
|
1.6
|
0
|
0
|
-
|
|
Grampians
Wimmera Mallee Water Corp
|
7.6
|
8.3
|
0
|
-
|
|
Water
Corporation - Mandurah
|
0.3
|
0.6
|
1
|
-20.0%
|
|
Shoalhaven
City Council
|
1.8
|
2
|
1
|
-122.2%
|
|
Tweed
Shire Council
|
0
|
1
|
1
|
0.0%
|
|
Albury
City Council
|
11.2
|
2
|
1
|
-66.7%
|
|
Lower
Murray Urban and Rural Water Corp
|
4.8
|
1.7
|
3
|
46.9%
|
|
MidCoast
Water
|
4.4
|
3
|
3
|
11.8%
|
|
East
Gippsland Region Water Corp
|
4
|
3.7
|
4
|
-2.8%
|
|
North
East Region Water Corp
|
2.9
|
3.4
|
4
|
10.5%
|
|
Wannon
Water
|
5.3
|
6
|
4
|
-50.0%
|
|
Fraser
Coast Regional Council
|
20.5
|
15.1
|
10
|
-49.5%
|
|
Dubbo
Regional Council
|
18.3
|
17
|
15
|
-11.8%
|
|
Port
Macquarie-Hastings Council
|
15.5
|
6
|
29
|
78.9%
|
|
Clarence
Valley Council
|
0
|
19
|
43
|
55.5%
|
|
Rockhampton
Regional Council
|
47.2
|
39.9
|
46
|
13.3%
|
|
Bundaberg
Regional Council
|
12.8
|
59.7
|
53
|
-13.5%
|
|
Mackay
Regional Council
|
57
|
93.4
|
61
|
-53.4%
|
|
Tamworth
Regional Council
|
39.5
|
48
|
69
|
30.2%
|
|
Queanbeyan-Palerang
Regional Council
|
52
|
55
|
88
|
37.8%
|
|
GROUP AVERAGE - MEDIUM
|
14.6
|
18
|
21
|
16%
|
|
GROUP AVERAGE - LARGE
|
13
|
10.7
|
10.5
|
-1.8%
|
|
NATIONAL AVERAGE
|
17.8
|
104
|
20.8
|
-80%
|
ASSETS
Water Mains - A8 - Water main
breaks (number per 100 km of water main)
The Shoalhaven network of water
mains is extensive at 1,578km and is ranked 3rd largest in the
Medium group. The 2018-19 result is marginally down on the previous year and
has stabilised between 5 and 8 breaks per 100km of main over the last 5 years,
an excellent result within our group and nationally. An ongoing program of
works to replace high risk pipelines has been progressing over the past few
years and it is expected this result will further improve over time.
Table 12 - A8 Water
main breaks (no. per 100 km of water main) Performance Comparison –
Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Bundaberg Regional Council
|
8
|
3.9
|
5
|
15%
|
|
Water Corporation - Mandurah
|
4
|
2.8
|
5
|
42%
|
|
Wannon Water
|
9.6
|
8.3
|
5
|
-60%
|
|
Port Macquarie-Hastings Council
|
1.8
|
4.2
|
6
|
26%
|
|
Riverina Water
|
11.6
|
8.1
|
6
|
-35%
|
|
Shoalhaven City Council
|
5.7
|
6.5
|
6
|
-7%
|
|
Fraser Coast Regional Council
|
4.2
|
3.6
|
7
|
49%
|
|
Mackay Regional Council
|
9.4
|
6.6
|
7
|
10%
|
|
Dubbo Regional Council
|
7.8
|
9.7
|
8
|
-24%
|
|
Coffs Harbour City Council
|
10
|
9.7
|
8
|
-18%
|
|
MidCoast Water
|
6.9
|
8.9
|
8
|
-7%
|
|
Clarence Valley Council
|
15.4
|
5.9
|
9
|
37%
|
|
Tweed Shire Council
|
9.1
|
7.5
|
10
|
21%
|
|
Tamworth Regional Council
|
5.5
|
6.8
|
10
|
33%
|
|
Rockhampton Regional Council
|
16.2
|
12.3
|
11
|
-10%
|
|
North East Region Water Corp
|
13.7
|
10.3
|
12
|
13%
|
|
Queanbeyan-Palerang Regional Council
|
8.3
|
6.5
|
16
|
59%
|
|
East Gippsland Region Water Corp
|
12.8
|
17.1
|
16
|
-8%
|
|
Lower Murray Urban and Rural Water Corp
|
28.6
|
26.2
|
33
|
22%
|
|
Grampians Wimmera Mallee Water Corp
|
56.6
|
58.5
|
57
|
-2%
|
|
Gladstone Regional Council
|
6.7
|
10.8
|
99
|
89%
|
|
GROUP AVERAGE - MEDIUM
|
11.6
|
10.8
|
16
|
48%
|
|
GROUP AVERAGE - LARGE
|
17
|
19
|
17
|
-10%
|
|
NATIONAL AVERAGE
|
15.2
|
15.9
|
17
|
-10%
|
Sewer Mains - A14 and A15 - Sewerage Main/Property
connection breaks and chokes
These indicators provide the
number of breaks and chokes per 100 km of sewer mains (A14) and the number of
connection breaks and chokes per 1,000 properties (A15). They are presented
together in the NPR annual reporting publication to provide a complete picture
of the sewer system performance.
The audit of 2018-19 NPR results
prompted a review of how breaks and chokes have been attributed to mains versus
customer connection, as the location of the issue. As a result, there has been
a redistribution into which category these breaks and choles have been reported
this year. Regardless, the result continues to be well below the group and
national averages.
Table 13 – A14
Sewer Main breaks and chokes (number per 100km) Performance Comparison –
Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Tweed
Shire Council
|
1
|
0
|
0
|
-
|
|
Shoalhaven
City Council
|
8
|
11
|
3
|
-267%
|
|
Mackay
Regional Council
|
3.8
|
2.2
|
4
|
37%
|
|
East
Gippsland Region Water Corp
|
5.9
|
7.6
|
7
|
-10%
|
|
Tamworth
Regional Council
|
41
|
8
|
7
|
-14%
|
|
Fraser
Coast Regional Council
|
8.1
|
7.1
|
8
|
10%
|
|
Gladstone
Regional Council
|
12.4
|
5.6
|
8
|
29%
|
|
Port
Macquarie-Hastings Council
|
15
|
14
|
9
|
-56%
|
|
North
East Region Water Corp
|
11.8
|
10.3
|
10
|
0%
|
|
Water
Corporation - Mandurah
|
10
|
7
|
11
|
36%
|
|
Wannon
Water
|
18
|
12.5
|
12
|
-3%
|
|
Bundaberg
Regional Council
|
10.1
|
11.5
|
13
|
12%
|
|
Lower
Murray Urban and Rural Water Corp
|
18
|
16
|
19
|
16%
|
|
Rockhampton
Regional Council
|
28.1
|
17
|
22
|
22%
|
|
MidCoast
Water
|
20
|
22
|
24
|
8%
|
|
Dubbo
Regional Council
|
35.7
|
38
|
40
|
5%
|
|
Grampians
Wimmera Mallee Water Corp
|
46.3
|
42.1
|
43
|
2%
|
|
Albury
City Council
|
78
|
9
|
44
|
80%
|
|
Clarence
Valley Council
|
31
|
36
|
64
|
44%
|
|
Coffs
Harbour City Council
|
95
|
84
|
82
|
-2%
|
|
Queanbeyan-Palerang
Regional Council
|
86
|
59
|
101
|
42%
|
|
GROUP AVERAGE - MEDIUM
|
29.3
|
22.4
|
25
|
11.6%
|
|
GROUP AVERAGE - LARGE
|
18.3
|
17.6
|
15.6
|
-11.3%
|
|
NATIONAL AVERAGE
|
27.7
|
24.3
|
25.7
|
5.7%
|
Table 14 – A15
Property connection breaks and chokes (number per 1,000 properties) Performance
Comparison – Medium Utility Group
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Queanbeyan-Palerang
Regional Council
|
10.6
|
0
|
0.0
|
-
|
|
Port
Macquarie-Hastings Council
|
1.1
|
1
|
0.2
|
-400%
|
|
Tweed
Shire Council
|
1.2
|
0.8
|
0.3
|
-167%
|
|
Mackay
Regional Council
|
1.7
|
2.2
|
0.6
|
-267%
|
|
Gladstone
Regional Council
|
1.2
|
0.6
|
1.0
|
40%
|
|
East
Gippsland Region Water Corp
|
1.2
|
1.8
|
1.6
|
-13%
|
|
Coffs
Harbour City Council
|
2.8
|
0.5
|
2.0
|
75%
|
|
Fraser
Coast Regional Council
|
2.7
|
2.8
|
2.3
|
-22%
|
|
North
East Region Water Corp
|
2.9
|
3
|
3.0
|
0%
|
|
Wannon
Water
|
3
|
3
|
3.0
|
0%
|
|
Shoalhaven
City Council
|
0.1
|
0
|
3.5
|
100%
|
|
Albury
City Council
|
10.7
|
4.5
|
4.1
|
-10%
|
|
Tamworth
Regional Council
|
8.6
|
10.2
|
5.4
|
-89%
|
|
Clarence
Valley Council
|
5.9
|
20.4
|
5.7
|
-258%
|
|
Dubbo
Regional Council
|
6.1
|
6.9
|
7.0
|
1%
|
|
Wagga
Wagga City Council
|
6.7
|
5
|
7.8
|
36%
|
|
Lower
Murray Urban and Rural Water Corp
|
6
|
7
|
8.0
|
13%
|
|
Rockhampton
Regional Council
|
10.6
|
9.7
|
11.6
|
16%
|
|
Bundaberg
Regional Council
|
0.6
|
8.7
|
13.2
|
34%
|
|
Grampians
Wimmera Mallee Water Corp
|
29.2
|
35.1
|
34.9
|
-1%
|
|
GROUP AVERAGE - MEDIUM
|
5.6
|
6.2
|
5.8
|
-6.4%
|
|
GROUP AVERAGE - LARGE
|
3.34
|
3.1
|
3.1
|
-
|
|
NATIONAL AVERAGE
|
6.8
|
6.8
|
6.9
|
1.4%
|
ENVIRONMENT
E12 - Total net greenhouse
gas emissions
The total net greenhouse gas
emissions (net tonnes CO2 equivalent per 1,000 properties) indicator
(E12) reports the contribution of the utility’s operations to greenhouse
gas (GHG) emissions and are required to be referred to the National Greenhouse
Accounts Factors issued by the Department of Environment and Energy.
Comparing different
utilities’ net GHG emissions is impacted by a number of variables
affecting emissions, including:
• sources
of water;
• gravity
versus pumped networks;
• geographical
conditions (influencing the need for pumping);
• the
number of large-volume customers;
• the
extent of industry within the customer base;
• the
prevailing greenhouse policy in the jurisdiction; and
• the
method of calculation.
Special Note:
For 2018-19, Shoalhaven Water
worked closely with Department of Planning, Industry & Environment (DPIE)
to begin a review of the overly complex GHG model, specifically as it relates
to Methane Correction Factors. The current model does not appear to be well
understood or correctly interpreted across Water Utilities nationally. We have
confidence and confirmation by DPIE, that the data reported for Shoalhaven for
2018-19 is an accurate representation of GHG’s for our operation, however
other utilities may not yet have had an opportunity to correct their use of the
model.
Shoalhaven Water will continue
to work with DPIE to campaign for a simplification of the method of reporting
to ensure a greater level of accuracy and eliminate the ability to skew data
reported.
Table 15 – E12
Total net greenhouse gas emissions (net tonnes CO2 equivalent per 1,000
properties) Performance Comparison – Medium Utility Group (utilities
supplying both sewer & water)
|
Utility
|
2016–17
|
2017-18
|
2018-19
|
% Change
|
|
Shoalhaven City Council
|
469.6
|
479.4
|
754
|
36%
|
|
Wannon Water
|
675.3
|
695.6
|
704
|
1%
|
|
North East Region Water Corp
|
750.2
|
696.9
|
653
|
-7%
|
|
Lower Murray Urban and Rural Water Corp
|
542.3
|
643.2
|
624
|
-3%
|
|
Grampians Wimmera Mallee Water Corp
|
425.7
|
476.7
|
566
|
16%
|
|
Dubbo Regional Council
|
469.7
|
505
|
563
|
10%
|
|
Port Macquarie-Hastings Council
|
395
|
304
|
482
|
37%
|
|
MidCoast Water
|
336.6
|
425.6
|
453
|
6%
|
|
Rockhampton Regional Council
|
No Data
|
475.3
|
445
|
-7%
|
|
Tweed Shire Council
|
456.8
|
730
|
420
|
-74%
|
|
Coffs Harbour City Council
|
488.7
|
459
|
386
|
-19%
|
|
Albury City Council
|
436.6
|
418
|
383
|
-9%
|
|
Tamworth Regional Council
|
422
|
469
|
376
|
-25%
|
|
East Gippsland Region Water Corp
|
364.7
|
351.3
|
368
|
4%
|
|
Water Corporation - Mandurah
|
348.4
|
350
|
257
|
-36%
|
|
Queanbeyan-Palerang Regional Council
|
299.4
|
200.3
|
169
|
-19%
|
|
GROUP AVERAGE - MEDIUM
|
459
|
480
|
475
|
-1%
|
|
GROUP AVERAGE - LARGE
|
422
|
396
|
459
|
15.9%
|
|
NATIONAL AVERAGE
|
377
|
403
|
402
|
-
|
Community Engagement
A copy of the BOM performance
report in a similar format is available from the BOM website.
A full dataset of the results from the 166 indicators also available.
Links and a summary of
Shoalhaven’s performance will be promulgated for customers on the
Shoalhaven Water website and segments will be contained within the Customer
Service Plan for benchmarking against the targets specified in that strategic
document. An update of the Customer Service Plan will be completed once the NSW
DPI Water Triple Bottom Line Reporting is received and analysed.
Full analysis of the entire
suite of indicators is being undertaken to address any issues including future
considerations for inclusion into the Shoalhaven Water Strategic Business Plan.
Financial Implications
There are no financial
implications for Council resulting from this report that have not been
addressed separately.
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Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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SA20.73 Acquisition
of Easement - Sewer Purposes - South Nowra
HPERM Ref: D20/140751
Section: Water
Asset Planning & Development
Approver: Robert
Horner, Acting Director Shoalhaven Water
Attachments: 1. Easement
survey plan - DP1257702 ⇩
Reason for Report
This report is submitted to
seek Council approval to acquire an Easement to Drain Sewage variable width
over Lot 2 DP 714802 Old Southern Road South Nowra, from Anglican Community
Services. The easement is required for an existing sewer pipeline.
|
Recommendation
That
Council
1. Acquire an Easement to Drain Sewage
variable width over part of Lot 2 DP 714802 Old Southern Road South Nowra
marked (E) on the attached draft survey plan.
2. Pay compensation of $53,000 plus GST
if applicable and reasonable legal and valuation costs associated with the
acquisition in accordance with the provision of the Land Acquisition (Just
Terms Compensation) Act 1991, from Shoalhaven Water’s Sewer Fund.
3. The Common Seal of the Council of
the City of Shoalhaven be affixed to any documents required to be sealed.
|
Options
1. Resolve as
recommended.
Implications: Acquisition of the easement is
required to formalise existing Shoalhaven Water sewer infrastructure.
2. Not resolve as
recommended and provide further directions to staff.
Background
The subject sewer rising main
was constructed by Shoalhaven Water in 1988 over private land, being Lot 2 DP
714802. At that time, no legal entitlement was created to benefit Council for
future repair and maintenance of this Shoalhaven Water asset.
A valuation has been obtained on
behalf of Council by Walsh & Monaghan Pty Ltd who have assessed
compensation for the easement acquisition at $53,000 excluding GST.
A conditional offer was made at that amount plus reasonable
costs associated with the acquisition. Robert Ten Kate, managing acquisitions
and disposals in property for Anglicare, has advised that the offer is
acceptable.
Risk Implications
Acquisition of the easement is necessary to secure
Shoalhaven Water’s legal operation and maintenance of essential public
infrastructure. The proposed action is administrative and has no environmental
impact.
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Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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Strategy and
Assets Committee – Tuesday 12 May 2020
Page
0
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Local Government Amendment (governance &
planning) act 2016
Chapter
3, Section 8A Guiding principles for councils
(1)
Exercise of functions
generally
The
following general principles apply to the exercise of functions by councils:
(a) Councils should provide strong
and effective representation, leadership, planning and decision-making.
(b) Councils should carry out
functions in a way that provides the best possible value for residents and
ratepayers.
(c) Councils should plan
strategically, using the integrated planning and reporting framework, for the
provision of effective and efficient services and regulation to meet the
diverse needs of the local community.
(d) Councils should apply the integrated
planning and reporting framework in carrying out their functions so as to
achieve desired outcomes and continuous improvements.
(e) Councils should work
co-operatively with other councils and the State government to achieve desired
outcomes for the local community.
(f) Councils should manage
lands and other assets so that current and future local community needs can be
met in an affordable way.
(g) Councils should work with
others to secure appropriate services for local community needs.
(h) Councils should act fairly,
ethically and without bias in the interests of the local community.
(i) Councils should be
responsible employers and provide a consultative and supportive working
environment for staff.
(2) Decision-making
The
following principles apply to decision-making by councils (subject to any other
applicable law):
(a) Councils should recognise
diverse local community needs and interests.
(b) Councils should consider social
justice principles.
(c) Councils should consider the long
term and cumulative effects of actions on future generations.
(d) Councils should consider the
principles of ecologically sustainable development.
(e) Council decision-making should
be transparent and decision-makers are to be accountable for decisions and
omissions.
(3) Community participation
Councils
should actively engage with their local communities, through the use of the
integrated planning and reporting framework and other measures.
Chapter
3, Section 8B Principles of sound financial management
The
following principles of sound financial management apply to councils:
(a) Council spending should be responsible and
sustainable, aligning general revenue and expenses.
(b) Councils should invest in responsible and
sustainable infrastructure for the benefit of the local community.
(c) Councils should have effective financial
and asset management, including sound policies and processes for the following:
(i) performance management
and reporting,
(ii) asset maintenance and
enhancement,
(iii) funding decisions,
(iv) risk management practices.
(d) Councils should have regard to achieving
intergenerational equity, including ensuring the following:
(i) policy decisions are made
after considering their financial effects on future generations,
(ii) the
current generation funds the cost of its services
Chapter
3, 8C Integrated planning and reporting principles that apply to councils
The
following principles for strategic planning apply to the development of the integrated
planning and reporting framework by councils:
(a) Councils should identify and prioritise key
local community needs and aspirations and consider regional priorities.
(b) Councils should identify strategic goals to
meet those needs and aspirations.
(c) Councils should develop activities, and
prioritise actions, to work towards the strategic goals.
(d) Councils should ensure that the strategic
goals and activities to work towards them may be achieved within council
resources.
(e) Councils should regularly review and
evaluate progress towards achieving strategic goals.
(f) Councils should maintain an
integrated approach to planning, delivering, monitoring and reporting on
strategic goals.
(g) Councils should collaborate with others to
maximise achievement of strategic goals.
(h) Councils should manage risks to the local
community or area or to the council effectively and proactively.
(i) Councils should make appropriate
evidence-based adaptations to meet changing needs and circumstances.