Agenda of Strategy and Assets Committee

Strategy and Assets Committee

Meeting Date: Tuesday, 13 April, 2021

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 - 9 March 2021......................................................... 1

3. Declarations of Interest

4. Mayoral Minute

5. Deputations and Presentations

6. Notices of Motion / Questions on Notice

Notices of Motion / Questions on Notice

SA21.44...... Notice of Motion - Amendment to the NSW Electoral Laws........................ 14

SA21.45...... Notice of Motion - Thompson St Sporting Complex - Supply of Front Deck Mower...................................................................................................................... 16

SA21.46...... Notice of Motion - Proposed Road Closure and Subdivision – Part North Cres, Culburra Beach............................................................................................. 17

SA21.47...... Notice of Motion - Improved Parking Signage - Croobyar Rd, Milton......... 20

SA21.48...... Question on Notice - The River Road, Currowan........................................ 24

7. Reports

City Performance

SA21.49...... Draft Delivery Program Operational Plan and Budget 2021-2022 - Public Exhibition...................................................................................................................... 25

SA21.50...... Policy - Petitions to Council.......................................................................... 40

SA21.51...... Council Meeting Dates - Proposed Amendments........................................ 49

SA21.52...... Re-establishment of Alcohol Free Zones - Nowra East, Shoalhaven Heads, Culburra Beach/Orient Point, Mollymook.................................................................... 51

SA21.53...... 2020/2021 Council Borrowings - Loan Agreement - Holiday Haven........... 59

City Futures

SA21.54...... Report Back - Representations - Shoalhaven Hospital Car Parking........... 61

SA21.55...... Nowra-Bomaderry Bypass - Chronology..................................................... 68

SA21.56...... Shoalhaven, the Economic Future............................................................... 81

City Services

SA21.57...... Land Acquisition Matters - Cambewarra Locality........................................ 88

SA21.58...... Proposed Licence - Council as Lessee from Wardens of the Anglican Parish of Ulladulla........................................................................................................ 89

SA21.59...... Appointment of Native Title Manager and Notification to Minister for Planning, Industry & Environment.............................................................................................. 94

SA21.60...... Waste Services - Fees and Charges - Requested Percentage Increase.... 97

SA21.61...... Tenders - Supply Slow Speed Shredder.................................................... 105

SA21.62...... Tender - Hillcrest Avenue South Nowra - Road Rehabilitation................. 106

SA21.63...... Tenders - Demolition & Construction of an Accessible Boardwalk - Ray Brooks Reserve...................................................................................................... 108

SA21.64...... Shoalhaven Entertainment Centre Progress Update................................. 110

City Lifestyles

SA21.65...... Nowra Showground - Potential Grants and Project Update...................... 113

SA21.66...... Request for Plaques and Memorials - Plaques and Memorials Policy...... 121

SA21.67...... Acceptance of Grant Funding - Everyone Can Play 2020/21 - Variety Livvi's Place Playspace Marriott Park............................................................................. 123

Shoalhaven Water

SA21.68...... Feasibility Report - Provision of Sewer to Tomerong Village.................... 136

SA21.69...... Shoalhaven Water Reclamation Annual Report 2019-20.......................... 141

SA21.70...... Australian Government Bureau of Meteorology - National Performance Report 2019/20 Urban Water Utilities.................................................................... 143

SA21.71...... Evaluation of New Water Recycling Projects - Cost-Benefit Framework.. 159

SA21.72...... Payment of Dividend from Shoalhaven Water 2019-20............................ 165

8. Confidential Reports

Reports

CSA21.4...... Land Acquisition Matters - Cambewarra Locality

Local Government Act - Section 10A(2)(c) - Information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.

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

CSA21.5...... Tenders - Hillcrest Avenue South Nowra - Road Rehabilitation

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

CSA21.6...... Tenders - Supply Slow Speed Shredder

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

CSA21.7...... Tenders - Demolition & Construction of an Accessible Boardwalk - Ray Brooks Reserve

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

CSA21.8...... Shoalhaven Entertainment Centre - Progress and Funding

Local Government Act - Section 10A(2)(c) - Information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.

Minutes of the Strategy and Assets Committee

Meeting Date: Tuesday, 9 March 2021

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

Time: 5.00pm

The following members were present:

Clr John Wells - Chairperson

Clr Amanda Findley

Clr Joanna Gash

Clr Patricia White

Clr Kaye Gartner

Clr Nina Digiglio

Clr Annette Alldrick

Clr John Levett

Clr Andrew Guile – arrived at 5.19pm (Remotely)

Clr Mitchell Pakes – left at 7.14pm

Clr Greg Watson

Clr Mark Kitchener

Clr Bob Proudfoot

Mr Stephen Dunshea - Chief Executive Officer

Apologies / Leave of Absence

Nil

Confirmation of the Minutes

RESOLVED (Clr White / Clr Gash) MIN21.117

That the Minutes of the Strategy and Assets Committee held on Tuesday 09 February 2021 be confirmed.

CARRIED

Declarations of Interest

Clr Kitchener – SA21.30 – Notice of Motion – Narrawallee Beach Off Leash Area – significant non pecuniary interest declaration – will leave the room and will not take part in discussion or vote – Has become a dog owner and spent much of the summer walking his dog on Narrawallee Beach, which may be perceived by some to constitute a personal interest.

Mayoral Minutes

MMS21.1 Mayoral Minute - Integrated Recreational Plan for Worrigee, South Nowra and East Nowra

HPERM Ref: D21/85164

Recommendation (Item to be determined under delegated authority)

That Council undertakes a strategic review of all recreational and park land that has been set aside in the areas of Worrigee, East Nowra, and South Nowra, with a view to creating an integrated and connected recreational strategic plan. The aim of the plan would be to deliver different recreational offerings across the three precincts and have them connected with a cycle way and way finding, encouraging residents from each of the precincts to seek a new adventure in each of these areas.

RESOLVED (Clr Findley / Clr Proudfoot) MIN21.118

CARRIED

Deputations and Presentations

SA21.30 – Notice of Motion – Narrawallee Beach Off Leash Area

Tim Trescowthick - FOR

SA21.35 – Drawing Room Rocks

Bob Dickinson - FOR

SA21.40 – Sanctuary Point District Library – Update and Concept Plan Public Exhibition

Bruce Goldsmith - AGAINST

Kerry Barlow - AGAINST

SA21.41 – Acceptance of Community Facilities Grants – Crown Reserves Improvement Fund

Suzanne Hammond Warne (Nowra Show Society Inc) - FOR

Ralph Cook (Nowra Show Society Inc) - FOR

Notices of Motion / Questions on Notice

SA21.28 Notice of Motion - Footpaths - Plunkett Street, Morton Pde and Journal Street Nowra

HPERM Ref: D21/73070

Recommendation (Item to be determined under delegated authority)

That Council investigate the possibility of constructing and connecting footpaths for the residents in the following locations.

1. Plunkett Street, from Princes Highway to Journal Street.

2. Morton Parade from Princes Highway to Journal Street.

3. Journal Street access for pedestrians from Morton Parade to Stockland.

RESOLVED (Clr Gash / Clr Digiglio) MIN21.119

That Council investigate the possibility of constructing and connecting footpaths for the residents in the following locations.

1. Plunkett Street, from Princes Highway to Journal Street.

2. Morton Parade from Princes Highway to Journal Street.

3. Journal Street access for pedestrians from Morton Parade to Stockland.

CARRIED

SA21.29 Notice of Motion - Culburra Beach and District Garden Club Inc - COVID-19 Assistance

HPERM Ref: D21/79567

Recommendation

That Council make a $1000 donation to the Culburra Beach and District Garden Club Inc from the unallocated donation vote and the vote be adjusted if necessary, at the next quarterly review.

RECOMMENDATION (Clr Watson / Clr Findley)

That Council make a $1000 donation to the Culburra Beach and District Garden Club Inc from the unallocated donation vote and the vote be adjusted if necessary, at the next quarterly review.

CARRIED

Note: Clr Guile joined the meeting at 5.19pm.

SA21.30 Notice of Motion - Narrawallee Beach Off Leash Area

HPERM Ref: D21/80012

Clr Kitchener – significant non pecuniary interest declaration – Has become a dog owner and spent much of the summer walking his dog on Narrawallee Beach, which may be perceived by some to constitute a personal interest. – left the room and did not take part in discussion or vote.

Note: Clr Kitchener left the meeting at 5.19pm.

Recommendation (Item to be determined under delegated authority)

That Council:

1. Support the continuing access to the off-leash area at Narrawallee Beach from Surfers Ave as per the recent trial directions.

2. Develop appropriate signage directing people the right way to access the off leash area in and around Narrawallee Beach especially at the Surfers Ave end. Clrs Proudfoot and White and available Councillors to assist in the development of the signage with staff.

3. Leave the access from Surfers Ave in place until consideration of this area in the review of the Access Areas for Dogs policy.

4. Issue enforcement penalty notices for persons not following the signage or walking with dogs directly across south end Narrawallee Beach between the steps and Victor Ave steps.

5. Request local residents and Paws4Shoalhaven to assist with advising residents and visitors of the strict entry process from Surfers Ave to the off-leash area.

RESOLVED (Clr White / Clr Proudfoot) MIN21.120

That Council:

1. Support the continuing access to the off-leash area at Narrawallee Beach from Surfers Ave as per the recent trial directions.

3. Leave the access from Surfers Ave in place until consideration of this area in the review of the Access Areas for Dogs policy.

4. Issue enforcement penalty notices for persons not following the signage or walking with dogs directly across south end Narrawallee Beach between the steps and Victor Ave steps.

5. Request local residents, Paws4Shoalhaven and Rangers to assist with advising residents and visitors of the strict entry process from Surfers Ave to the off-leash area.

6. Undertake vegetation maintenance if required on mid beach access points as noted in Staff Signage Report

7. Contact Holiday Home owners via Rates Notices advising them of the changes and the role they play in sharing the foreshore and informing their tenants of the access arrangements for dogs.

8. Include on the new signage, information on shore bird habitats which is protected by No Dogs (access) areas.

9. Include on the signage that to access the beach via the track from Surfers Avenue at the back of the beach, dogs must be on leash.

For: Clr Wells, Clr Findley, Clr Gash, Clr White, Clr Gartner, Clr Digiglio, Clr Alldrick, Clr Levett, Clr Pakes, Clr Watson, Clr Kitchener, Clr Proudfoot and Stephen Dunshea

Against: Clr Guile

CARRIED

Reports

Note: Clr Kitchener returned to the meeting at 6.16pm.

SA21.31 Local Government Conference - 2021 National General Assembly of Local Government - Proposed Motions

HPERM Ref: D21/35599

Recommendation (Item to be determined under delegated authority)

That Council

1. Approve attendance by all interested Councillors at the Australian Local Government Association – 2021 National Assembly, and such attendance be deemed to be Council business.

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

3. Adopt the proposed motions in the report for submission to the 2021 National Assembly.

4. Determine any additional motions for submission at this meeting.

5. That the Mayor be given delegated authority to submit any further proposed motions after consulting with Councillors prior to the deadline for submitting motions.

RESOLVED (Clr Watson / Clr Pakes) MIN21.121

That:

1. Council approve attendance by all interested Councillors at the Australian Local Government Association – 2021 National Assembly, and such attendance be deemed to be Council business.

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

3. Council adopt the proposed motions in the report for submission to the 2021 National Assembly.

4. The Mayor be given delegated authority to submit any further proposed motions after consulting with Councillors prior to the deadline for submitting motions.

5. Clr White be the Council’s Voting Delegate for the Conference.

6. Clr Findley be the Council’s Alternate Voting Delegate for the Conference.

For: Clr Wells, Clr White, Clr Guile, Clr Pakes, Clr Watson, Clr Kitchener and Clr Proudfoot

Against: Clr Findley, Clr Gash, Clr Gartner, Clr Digiglio, Clr Alldrick, Clr Levett and Stephen Dunshea

CARRIED ON THE CASTING OF THE CHAIRPERSON

SA21.32 Nowra Property - Proposed Offering to the Market

HPERM Ref: D21/49871

Recommendation (Item to be determined under delegated authority)

That Council, in accordance with Section 10A(2)(c) of the Local Government Act 1993, consider a separate confidential report in relation to a property matter in Nowra.

RESOLVED (Clr Proudfoot / Clr Gash) MIN21.122

That Council, in accordance with Section 10A(2)(c) of the Local Government Act 1993, consider a separate confidential report in relation to a property matter in Nowra.

CARRIED

SA21.33 Road Dedication pursuant to Section 16 & 17 of the Roads Act 1993 at Little Forest

HPERM Ref: D20/408544

Recommendation

That Council;

1. Resolve to dedicate the land identified in Attachment 1 (D20/408952) known as Graydons Pointer Road and McLean Road, Little Forest as public road pursuant to Section 16 & 17 of the Roads Act 1993;

2. Authorise by notice in the Government Gazette the dedication of land known as Graydons Pointer Road and McLean Road, Little Forest in accordance with Section 16 of the Roads Act 1993;

3. Affix the Common Seal of the Council of the City of Shoalhaven to any documents required to be sealed, otherwise the Chief Executive Officer is authorised to sign any documentation necessary to give effect to this resolution.

RECOMMENDATION (Clr Proudfoot / Clr White)

That Council:

1. Resolve to dedicate the land identified in Attachment 1 (D20/408952) known as Graydons Pointer Road and McLean Road, Little Forest as public road pursuant to Section 16 & 17 of the Roads Act 1993;

2. Authorise by notice in the Government Gazette the dedication of land known as Graydons Pointer Road and McLean Road, Little Forest in accordance with Section 16 of the Roads Act 1993;

CARRIED

SA21.34 Land Acquisition - Easement for Drainage - Part Lot 1 DP 597342 Worrigee and Part Lot 22 DP 1194601

HPERM Ref: D20/523828

Recommendation

That Council

1. Acquire by agreement an easement for drainage approximately 6m wide and variable width (subject to survey) over Part Lot 1 DP 597342 Worrigee Road, Worrigee and Part Lot 22 DP1194601 Bennett Place Worrigee;

2. Agree to pay compensation in the amount of:

a) $25,000 (ex GST) for Lot 1 Worrigee Road Worrigee;

b) $3,000 (ex GST) for Lot 22 Bennett Place Worrigee;

plus, reasonable legal costs associated with the acquisition from Project Number 103425;

3. Authorise the Common Seal of the Council of the City of Shoalhaven be affixed to any document requiring to be sealed and delegate to the Chief Executive Officer authority to sign any documentation necessary to give effect to this resolution.

RECOMMENDATION (Clr Pakes / Clr Levett)

That Council:

2. Agree to pay compensation in the amount of:

a) $25,000 (ex GST) for Lot 1 Worrigee Road Worrigee;

b) $3,000 (ex GST) for Lot 22 Bennett Place Worrigee;

plus, reasonable legal costs associated with the acquisition from Project Number 103425;

CARRIED

SA21.35 Drawing Room Rocks

HPERM Ref: D20/414190

Recommendation

That Council

1. Endorse the carparking arrangement on Brogers Creek Road as conceptually described on Plan Reference (D20/461955), as this arrangement seeks to

a. address the existing informal arrangement that creates access disruption for the owner of 20 Brogers Creek Road, and

b. improve the ability of NSW emergency services to access the area, and

c. maintain access to the iconic National Parks and Wildlife Asset – Drawing Room Rock Walking Trail

2. Approach NPWS seeking their formal endorsement of the concept plans and requesting $10,000 to enable Council to proceed to full design.

3. Approach the NSW Minister for Energy and Environment and the Member for Kiama, seeking their support for the project and requesting that the State Government provide funding of up to $250,000 to enable construction of the carpark to proceed in the 2021-2022 financial year.

RECOMMENDATION (Clr Findley / Clr Alldrick)

That Council:

1. Endorse the carparking arrangement on Brogers Creek Road as conceptually described on Plan Reference (D20/461955), as this arrangement seeks to

a. address the existing informal arrangement that creates access disruption for the owner of 20 Brogers Creek Road, and

b. improve the ability of NSW emergency services to access the area, and

c. maintain access to the iconic National Parks and Wildlife Asset – Drawing Room Rock Walking Trail

2. Approach NPWS seeking their formal endorsement of the concept plans and requesting $10,000 to enable Council to proceed to full design.

3. Approach the NSW Minister for Energy & Environment, the Member for Kiama, Minister for Local Government, Minister for Planning & Public Spaces seeking their support for the project and requesting that the State Government provide funding of up to $250,000 to enable construction of the carpark to proceed in the 2021-2022 financial year.

CARRIED

SA21.36 Update Landfill Gas Services West Nowra

HPERM Ref: D21/7943

Recommendation (Item to be determined under delegated authority)

That the report on the finalisation of the Landfill Gas Services Contract be received for information.

RESOLVED (Clr Wells / Clr Gartner) MIN21.123

That report on the finalisation of the Landfill Gas Services Contract be received for information.

CARRIED

SA21.37 Tenders - Supply of Linen Hire and Laundering Services to all 12 Holiday Haven Parks.

HPERM Ref: D21/18785

Recommendation (Item to be determined under delegated authority)

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

RESOLVED (Clr Gash / Clr Pakes) MIN21.124

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

CARRIED

SA21.38 Exemption from Resolution MIN21.30 and recommencement of Debt Collection - Holiday Haven

HPERM Ref: D21/85304

Recommendation

That Holiday Haven be granted exemption from the suspension of debt recovery action as adopted by Council in January 2021.

RECOMMENDATION (Clr Gash / Clr Levett)

That Holiday Haven be granted exemption from the suspension of debt recovery action as adopted by Council in January 2021.

CARRIED

SA21.39 Acceptance of Cricket Grants - Boongaree	HPERM Ref: D21/65903
Clr Wells – less than significant non pecuniary interest declaration – his grandson plays 2^nd Grade for Berry – remained the room and took part in discussion and voted.
Recommendation (Item to be determined under delegated authority) That Council: 1. Accept the NSW ICC T20 World Cup 2020 Legacy Fund offer of $34,162. 2. Accept the Australian Cricket Infrastructure Fund offer of $30,000. 3. Authorise the CEO to sign the funding agreements from the two funding bodies.
RESOLVED (Clr Findley / Clr Gartner) MIN21.125 That Council: 1. Accept the NSW ICC T20 World Cup 2020 Legacy Fund offer of $34,162. 2. Accept the Australian Cricket Infrastructure Fund offer of $30,000. 3. Authorise the CEO to sign the funding agreements from the two funding bodies. CARRIED

SA21.40 Sanctuary Point District Library - Update and Concept Plan Public Exhibition

HPERM Ref: D21/66387

Recommendation (Item to be determined under delegated authority)

That Council:

1. Accept the report for information.

2. Support the public exhibition of the Sanctuary Point District Library Concept Plan.

a. Where significant and adverse feedback is received, amend the design to address the issues raised as deemed necessary.

3. Receive a further report at the conclusion of the public exhibition period

4. Endorse progressing to Development Application lodgement as per MIN20.33.

RESOLVED (Clr Proudfoot / Clr Findley) MIN21.126

That:

1. Council accept the report for information.

2. Council support the public exhibition of the Sanctuary Point District Library Concept Plan.

a. Where significant and adverse feedback is received, amend the design to address the issues raised as deemed necessary.

3. Council receive a further report at the conclusion of the public exhibition period.

4. Council endorse progressing to Development Application lodgement as per MIN20.33.

5. The construction of a new amenities block at Frances Ryan Reserve continue to be in the forefront of Council’s plan.

CARRIED

SA21.41 Acceptance of Community Facilities Grants - Crown Reserves Improvement Fund	HPERM Ref: D21/77194
Recommendation (Item to be determined under delegated authority) That Council 1. Accept the Crown Reserves Improvement Fund offers of: a. $8,000 for Culburra Tennis Courts b. $89,689 for Nowra Showground c. $15,000 for Milton Pony Club 2. Authorise the Chief Executive Officer to sign the funding agreements with the NSW Government for the above projects. 3. Commit to provision of funding from: a. The 2021 / 22 Active Recreation Minor Improvement budget of $28,060 for Culburra Beach Tennis Courts b. The 2021 / 22 Recreation Buildings budget of $11,188 for Nowra Showground audio system 4. Write to thank the Minister the Hon Melinda Pavey MP, NSW Minister for Water Property & Housing for her generous offers from the NSW Crown Reserves Improvement Fund.
Note: Clr Proudfoot left the meeting at 6.49pm
RESOLVED (Clr Pakes / Clr Gartner) MIN21.127 That Council: 1. Accept the Crown Reserves Improvement Fund offers of: a. $8,000 for Culburra Tennis Courts b. $89,689 for Nowra Showground c. $15,000 for Milton Pony Club 2. Authorise the Chief Executive Officer to sign the funding agreements with the NSW Government for the above projects. 3. Commit to provision of funding from: a. The 2021 / 22 Active Recreation Minor Improvement budget of $28,060 for Culburra Beach Tennis Courts b. The 2021 / 22 Recreation Buildings budget of $11,188 for Nowra Showground audio system 4. Write to thank the Minister the Hon Melinda Pavey MP, NSW Minister for Water Property & Housing for her generous offers from the NSW Crown Reserves Improvement Fund. CARRIED

SA21.42 Sustainable Energy Management Update	HPERM Ref: D21/55753
Note: Clr Proudfoot returned to the meeting at 6.51pm.
Recommendation (Item to be determined under delegated authority) That the Committee receive the Energy Management Update report for information.
RESOLVED (Clr Gartner / Clr Pakes) MIN21.128 That the Committee receive the Energy Management Update report for information. CARRIED

Introduction of Items as Matters of Urgency

RESOLVED (Clr Watson / Clr Findley) MIN21.129

That the following addendum reports be introduced as matters of urgency:

1. SA21.43 COVID-19 Contributions Discount Subsidy Policy - Proposed Amendments

CARRIED

The Chairperson ruled the matter as one of urgency as it relates to urgent business of Council and allowed its introduction.

Addendum Reports

SA21.43 COVID-19 Contributions Discount Subsidy Policy - Proposed Amendments

HPERM Ref: D21/92206

Recommendation (Item to be determined under delegated authority)

That Council:

1. Endorse the recommended amendments to the COVID-19 Contributions Discount Subsidy Policy (POL20/23) as outlined within the report to enact the changes in MIN21.116.

2. Extend the review date of the Policy by one additional year to 7 March 2022.

3. If a period of public notice is required to facilitate Parts 1 and 2, commence this in accordance with legislative requirements as soon as possible and if any submissions are received that these be considered in a further report to enable the finalisation of the Policy. If no submissions are received, proceed to finalise the amendment to the Policy as notified, without any further reports.

4. If a period of public notice is not required, immediately make the amendment to the Policy as per this resolution, without any further reports.

RESOLVED (Clr Watson / Clr Pakes) MIN21.130

That Council:

1. Endorse the recommended amendments to the COVID-19 Contributions Discount Subsidy Policy (POL20/23) as outlined within the report to enact the changes in MIN21.116.

2. Extend the review date of the Policy by one additional year to 7 March 2022.

3. If a period of public notice is required by law before adoption of the amendment to the Policy, provide the require public notice in accordance with legislative requirements as soon as possible and if any submissions are received that these be considered in a further report to enable the finalisation of the Policy. If no submissions are received in response to the public notification, the amendment to the Policy is taken to be adopted without any further reports at the end of the period for submissions.

4. If a period of public notice is not required, the amendment to the Policy is taken to be adopted without any further reports.

For: Clr Wells, Clr Findley, Clr Gash, Clr White, Clr Digiglio, Clr Alldrick, Clr Levett, Clr Guile, Clr Pakes, Clr Watson, Clr Kitchener, Clr Proudfoot and Stephen Dunshea

Against: Clr Gartner

CARRIED

Confidential Reports

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

No members of the public made representations.

RESOLVED (Clr White / Clr Digiglio) MIN21.131

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

CSA21.2 Nowra Property - Proposed Offering to the Market

Information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.10(A)(2)(c)

CSA21.3 Tenders - Supply of Linen Hire & Laundering for all 12 Holiday Haven Parks

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

There is a public interest consideration against disclosure of information as disclosure of the information could reasonably be expected to undermine competitive neutrality in connection with any functions of an agency in respect of which it competes with any person or otherwise place an agency at a competitive advantage or disadvantage in any market.

CARRIED

Note: Clr Pakes left the meeting at 7.14pm.

The meeting moved into confidential the time being 7.14pm.

The meeting moved into open session, the time being 7.15pm.

Report from confidential session

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

CSA21.3 Tenders - Supply of Linen Hire & Laundering for all 12 Holiday Haven Parks

HPERM Ref: D21/18910

RESOLVED MIN21.132C

That:

1. Council accept the Tender from Alsco Pty Ltd for the Supply of Linen Hire and Laundering Services to all Holiday Haven Parks for a period of three (3) years from 1 March 2021.

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

CARRIED

There being no further business, the meeting concluded, the time being 7.16pm.

Clr Wells

CHAIRPERSON

Strategy and Assets Committee – Tuesday 13 April 2021

Page 0

SA21.49 Draft Delivery Program Operational Plan and Budget 2021-2022 - Public Exhibition

HPERM Ref: D21/80866

Department: Corporate Performance & Reporting

Approver: Kevin Voegt, Director - City Performance

Attachments: 1. Draft Delivery Program & Operational Plan & Budget 2021-2022 (councillors information folder) ⇨

2. Draft Delivery Program & Operational Plan & Budget 2021-2022 - Fees & Charges (Part 1) (councillors information folder) ⇨

3. Draft Delivery Program & Operational Plan & Budget 2021-2022 - Fees & Charges (Part 2) (councillors information folder) ⇨

Reason for Report

To provide Council with the Draft Delivery Program and Operational Plan (DPOP) and Draft Budget and Draft Fees and Charges for 2021/22, and to seek the endorsement of Council to place these documents on public exhibition, in accordance with legislative requirements.

Recommendation (Item to be determined under delegated authority)

That Council:

1. Endorse the 2021/22 Draft Delivery Program and Operational Plan, Budget, Fees and Charges for the purpose of placing on public exhibition for a period of 28 days.

2. Approve the Ministers allowable limit of a 2.6% increase (2% rate peg plus 0.6% SRV catch-up) in 2021/22 to the notional yield as permitted by Section 511 of the Local Government Act 1993.

3. Maintain the 2020/21 rating structure, comprising both base and ad valorem amounts noting that the use of a base amount results in bringing the higher and lower values closer together and in effect spreads the burden across the board to all ratepayers – noting also that this is a commonly used rating structure that is considered to provide the fairest and most equitable distribution of the rate levy across the LGA.

4. In accordance with Section 566(3) of the Act, endorse the rate of interest payable on overdue rates and charges for the period 1 July 2021 to 30 June 2022 (inclusive) to be 1.5% per annum. It is noted that this is significantly lower than the 2020 OLG recommended maximum of 7%. Interest charges will continue to be waived for ratepayers that are experiencing financial hardship and apply for financial assistance under Council’s Hardship Policy.

5. Note that the proposed Waste Fees and Charges for 2021/22 have been included in the Draft DPOP and are tabled to Council for endorsement in a separate report to this Strategy & Assets Committee Meeting.

6. Receive a report on feedback from the community on the Draft 2021/22 DPOP and Budget following the 28 days public exhibition period.

Options

1. Council resolves to place the Draft DPOP, Budget and Fees and Charges for 2021/22, on public exhibition for 28 days inclusive with the 2.6% rates increase as recommended.

Implications: The documents will be placed on public exhibition as presented in the report with a report back to a Council in early June with details of submissions received including any community feedback on the inclusion of 0.6% SRV increase in the Draft DPOP.

2. Council resolves to place the Draft DPOP, Budget and Fees and Charges for 2021/22, on public exhibition for 28 days with the Council Resolution on:

a. the full 4.98% SRV rates increase which will provide an additional $1 million of revenue to fund additional works, services and/or infrastructure projects.

b. 2% rate peg rates increase which will not be sufficient to fund increase in recurrent operational costs.

c. Council nominating an alternate rate increase noting that each percent reduction from the recommended 2.6% increase would equate to a reduction in revenue of $0.8 million.

d. Other amendments to the draft 2021/22 DPOP, Budget and Fees & Charges as determined by Council.

Implications: Council would need to provide direction to staff in relation to the necessary budget adjustments to accommodate the recommended alternate rate increase. Ideally, options in this regard should be placed on public exhibition with the DPOP documents presented in this report.

Background

In accordance with the Integrated Planning and Reporting (IPR) requirements in the Local Government Act, Council has developed a Delivery Program for the period 2017-2022, extended by one year due to the delay in local government elections. The Delivery Program 2017-2022, inclusive of the draft Operational Plan and Budget 2021/22, is presented to Council for endorsement for public exhibition.

Council developed, exhibited, and adopted an accompanying Resourcing Strategy in 2017. The Strategy contains the Workforce Plan, Asset Management Plan and the Long-Term Financial Plan.

To allow for the efficient preparation of the 2021/22 draft budget and to facilitate greater transparency and alignment with Council’s strategic priorities, Council adopted the following budget strategy and economic parameters at the December Strategy and Assets Committee meeting. The draft 2021-22 budget was prepared in accordance with Council’s adopted

Budget Strategic Principles as outlined below:

Adopted Budget Strategy/Parameter	Achieved
The budget will not result in an unrestricted cash deficit.	P
Maintain or improve Council’s financial and asset management performance indicators reported in the annual financial statements.	P
Maintain an adequate working funds balance.	P
Rates are increased by 2.6% to cover known additional costs in 2021/22 with the additional loan repayments funded from reduced capital expenditure	P
User fees and charges are increased by 2%	P
Salaries and wages will be increased by 2%	P
Materials and other expenditures increased by 0.50%	P
The capital works program has the same level of general funding as 2020/21, with the additional loan repayments for the new loans in 2020/21 funded from this allocation	P
Prioritise funding in the following order: i. Provide sufficient funding for all continuing services ii. Continue Council’s commitment to asset renewal iii. Continue a program of capital improvements at similar budget levels and ratios iv. Provide funding for recommended service expansions	P
b. Should the need arise during the year for additional borrowings, the following options in priority order will be considered: i. Internal borrowing opportunities ii. Low-cost loan initiative iii. External loans not subsidised by the low-cost loan initiative	P

Council Priorities

The Delivery Program details what activities Council intends to undertake in order to achieve the key priorities from the Community Strategic Plan (Shoalhaven 2027). These priorities are grouped under the Key Themes of:

· Resilient, Safe and inclusive communities

· Sustainable, liveable environments

· Prosperous communities

· Responsible Governance

The combined Delivery Program and Operational Plan (DPOP) outlines the projects and services Council will deliver under each of the priorities identified by the community.

Major Projects and Key Initiatives

Projects outlined in the draft DPOP 2021-22 have an emphasis on ongoing economic recovery from the impact of the COVID-19 pandemic and an ambitious $230 million capital works program as part of a consolidated $496 million budget. Full details on Council’s planned major projects and initiatives are included in Attachment 1 – Draft Delivery Program Operation Plan 2021-22.

Major project highlights include:

· Sanctuary Point Library – finalise the detailed design and pursue further funding opportunities to enable construction to commence.

· Boongaree Berry – Pump Track, Skate Park construction and delivery.

· Shoalhaven Community and Recreation Precinct (SCaRP) - Artie Smith Oval and Old Bomaderry Stadium Redesign.

· Materials Recovery Facility (MRF) developed, constructed and commissioned.

· Bioelektra Resource Recovery Facility with development assessment approval, EPA licence obtained, and construction commenced.

· Nowra Riverfront Precinct progressing with proposed urban design and land use planning changes which will enable redevelopment of this key city precinct.

· Continue important work on the Far North Collector Road to help bust traffic congestion and accommodate future housing growth.

· Moss Vale Road Urban Release Areas progressed with progressing detailed planning controls, construction of sewer and water infrastructure and the investigation and design of open space to serve a new community.

Key Initiatives

· Prepare a Shoalhaven Live Music Action Plan and ‘Live and Local’ microfestivals.

· Investigate development of a Shoalhaven Children’s Festival.

· Review and update the Access Areas for Dogs Policy including signage and guide.

· Investigate library service options for Sussex Inlet.

· Provide a range of programs to activate Destination Parks and Showgrounds across each precinct.

Focus on Recovery and Resilience

Ongoing actions include:

· Working with partners to implement initiatives which encourage help-seeking and to build community understanding of mental health issues and available supports.

· Supporting the development of a long term Community-led Resilience Plan.

· Implementation of the updated Shoalhaven Adaptation Plan.

· Encouragement of business growth and job creation in response to the COVID-19 pandemic.

· Engagement to improve community understanding of emergency management arrangements.

Performance targets

Performance targets against each Operational Plan Action have been included to ensure that Council continues to be accountable against the goals that have been set and in order to better manage community expectations.

Targets have been updated and reviewed based on returning to business under the new COVID-19 operating environment and based on the estimated ‘business-as-usual’ operation. This includes metrics such as visitor numbers at Council facilities such as the Shoalhaven Entertainment Centre or aquatic and leisure centres. Quarterly reporting will state any influence the pandemic response has on these targets.

Revenue Policy

2021/22 Rates Increase

In 2010, the Independent Pricing and Regulatory Tribunal of New South Wales (IPART) was delegated responsibility for determining the allowable annual increase in local government general rates income. Shoalhaven City Council was declared as a Fit for the Future Council by the NSW State Government in 2015. This was based on a Council submission provided to the Office of Local Government (OLG) and IPART which outlined several actions the Council would undertake to improve its financial sustainability.

To ensure consistency with our Long-Term Financial Plan (LTFP) and to meet our Fit for the Future benchmarks, Council successfully applied to IPART in February 2018 for an SRV for each of the three financial years: 2018/19; 2019/20 and 2020/21.

The Special Rates Variation (SRV) was approved to allow the Council to improve its financial sustainability, fund capital expenditure, reduce its infrastructure backlog, reduce its operating deficit and fund asset renewal and maintenance.

As per IPART determination, in 2020/21 Shoalhaven City Council could increase rates by maximum 5% (2.6% rate peg plus 2.4% increase in addition to the rate peg as per approved SRV). However, considering unprecedented times of COVID-19 pandemic, Shoalhaven City Council did not take up full SRV and increased rates by 2.6% (rate peg only). According to the Local Government Act 1993, Council has up to 10 years to catch-up on any Special Rates Variation increase that wasn’t taken up in previous years.

According to the budget parameters approved by the Council in December 2020, the 2021/22 Draft Budget includes a 2.6% rates increase (rate peg 2.0% plus 0.6% part of SRV catch-up) in 2021/22.

Indicatively, a 2.6% increase (2% rate peg plus 0.6% SRV) in the Council’s 2021/22 rates will generate an additional $2.1 million of revenue that will allow the Council to continue to deliver the services and infrastructure that seek to manage community needs and expectations.

It is important to note that IPART determines an annual rate peg increase based on the Local Government Cost Index (LGCI). The LGCI is a measure of movements in the unit costs incurred by NSW councils for ordinary council activities funded from general rate revenue. As such, the purpose of the rate peg is to compensate councils for the increase in their operational costs and it is required to fund ongoing operational expenditures of councils in NSW.

The 2% rate peg increase will generate $1.6 million of additional revenue for the Council and will be fully utilised to absorb increases in salaries and wages as per Local Government Award.

Council already generates $11.5 million of SRV income and an additional 0.6% SRV rates increase ($480k) in 2021/22 will be allocated to fund essential SRV Roads and Transport Renewals Program.

The total SRV income above the actual rate peg for 2020/21 and proposed allocation for 2021/22 (including 0.6% increase) is summarised in the table below.

	2020/21 SRV Levied ($)	2021/22 SRV Funding Allocation ($)
Borrowing cost - Verons Estate infrastructure	68,503	65,662
Allow Council to cover the cost of existing service levels	3,036,916	2,838,413
Fund New / Enhanced Service Levels
Additional Maintenance - Roads	630,375	642,983
Additional Maintenance - Buildings	210,125	214,328
Additional Maintenance - Parks & Reserves	210,125	214,328
Additional Operations	2,091,000	2,143,275
Capital Expenses
Roads and Transport Renewals	2,371,293	3,895,845
Streetscape renewal	525,313	535,819
Sports Grounds Upgrades	224,446	535,819
Public Amenities	314,000
Buildings Renewals	1,781,000	1,081,000
Loan Repayments
Principal Repayments - Verons Estate Infrastructure	80,478	83,319
TOTAL	11,543,574	12,250,791

Proposed 2021/22 Rates Structure

It is recommended that Council maintain the 2021/22 rating structure, comprising both base and ad valorem amounts. The use of a base amount brings the higher and lower values closer together and in effect spreads the burden across the board to all ratepayers. This is a common rating structure and is considered to provide the fairest and most equitable distribution of the rate levy across the LGA.

The rating structure has a flat base amount of $661.00, with the exception of Residential – Non-Urban category that has a base of $48.00 and Business – Ordinary category that does not have a base amount and is subject to an ad valorem rate in the dollar levied on the value of the property supplied by the Valuer General of NSW.

The following rates are proposed for 2021/22 in respect of each category of ordinary rate levied by the Council.

· Residential Rates: Will be levied a base amount of $672 and an ad valorem rate of 0.18218 cents in the $ for Ordinary Residential Rates and a base amount of $48 and ad valorem of 0.18218 cents in the $ for Residential Non-Urban Rates.

· Farmland: The rates for both Farmland and Dairy Farmland will be levied a base amount of $672 and an ad valorem rate of 0.1510 and 0.07690 cents in the $, respectively.

· Business: All sub-categories will utilise the same base amount of $672.00, excluding Business Permit (Ordinary – Business category), where no base amount is applied given the type of properties within this category. However, different ad valorems have been applied, depending on the level of service provided in each area. An ad valorem rate for Nowra CBD business rates is 0.56400 cents in the dollar, Business Permit 0.37503 and Business Commercial Industrial 0.26400.

Interest on Overdue Rates & Charges

In response to the financial impacts faced by the community as a result of the COVID-19 Pandemic and in accordance with section 566(3) of the Act, it is recommended that the rate of interest payable on overdue rates and charges for the period 1 July 2021 to 30 June 2022 (inclusive) to be 1.5% per annum which is significantly lower than last year’s OLG recommended maximum of 7%. Interest charges will continue to be waived for the ratepayers that experience financial hardship and apply for the financial assistance under the Council Hardship Policy.

Council won’t charge interest on overdue rates and charges until 30 June 2021 and introduction of nominal 1.5% interest in 2021/22 financial year will encourage ratepayers that can afford to pay rates to make payments on time, while interest will be waived for the ratepayers who experience financial difficulties and who can contact the Council regarding any difficultly in paying rates.

Budget Summary

Income Statement by Fund

	($‘000)
	General Fund	Water Fund	Sewer Fund	Consol.
Income from Continuing Operations	303,662	29,718	55,952	331,861
Expenses from Continuing Operations	249,739	29,314	42,493	265,724
Net Surplus	53,920	404	13,459	66,134
Net Surplus/(Deficit) before Capital	(737)	(446)	10,109	7,277
Net Cash Movement	(49,951)	(14,960)	(10,047)	(74,958)
Net Reserve Movement	(49,951)	(14,960)	(10,047)	(74,958)
Net Unrestricted Cash Movement	0	0	0	0

The proposed Draft 2021/22 Budget includes an ambitious capital expenditure of $230 million across General, Water and Sewer funds along with the $265 million of operating expenditures required to provide the essential services to our community which brings the next year’s consolidated budget to $496 million.

	($‘000)
	General Fund	Water Fund	Sewer Fund	Consol.
Capital Budget	176,531	27,129	26,554	230,214
Operating Budget	249,739	29,314	42,493	265,724
Total Budget	426,279	56,435	69,046	495,938

Council’s financial position has been and will continue to be impacted by COVID-19 measures along with the restrictions introduced to control the spread of the virus. This is evident with our facilities operating under capacity and the requirement to implement additional safety measures across Council businesses. Council has transitioned to new ways to delivering services, whilst at the same time maintaining the health and wellbeing of our staff.

Whilst some of the restrictions have been eased or even lifted, in this uncertain global economic climate, circumstances can change rapidly causing further unexpected business disruption which has the potential to have significant financial consequences on the proposed 2021/22 Budget.

As is evident with all levels of government within Australia and indeed across the world, Council continues to operate in the context of uncertainty, with the proposed 2021/2022 budget being a flexible and dynamic budget to ensure the levels of services provided to the community remain unchanged with opportunities for expansion to be considered as and when the uncertainty decreases.

The financial impact of the situation is continually monitored, along with options to ensure Council continues to be managed in a fiscally responsible manner, and any necessary adjustments to the 2021/22 Budget will be provided for consideration through the quarterly budget review process or sooner should the circumstances warrant.

The budget was prepared based on the principles of prudent financial management and fiscal discipline. It is a balanced budget meaning that the budgeted general fund operational and capital expenditures do not exceed the general revenue and available internal and external restrictions of the Council and conforms to the requirement for generally no cash deficit budgeting. Maintaining a healthy level of working capital was also taken into consideration in the proposed 2021/22 Budget.

While Council continues to prioritise renewal and maintenance of existing assets during the budgeting process, the amount available for these activities remains insufficient due to limited available funds. Council’s assets on average have expired 38.3% of their expected life and a large number of assets are in poor to very poor condition which is below customer expected levels of service.

The introduction of Special Rates in previous years has substantively addressed assets backlog, yet the current estimated backlog cost is $56M to bring Poor and Very Poor assets to a satisfactory condition/standard and to meet the community’s needs identified in the Community Strategic plan (CSP). Council assets also require annual maintenance of $73M and Council currently is funding $64M a funding gap of $9M annually. Each financial year that required maintenance is not being fully funded increases risk and customer satisfaction decreases, as these services being provided from the assets become less fit for purpose, reliable, safe and secure; and each financial year the number of assets in poor to very poor is increasing. The proposed 2.6% increase of rates revenue and SRV catch-up in future years will continue to improve the situation as more funds will be allocated towards assets renewal and maintenance.

It is important for the Councillors to know that while the draft 2021/22 Budget is a balanced budget, it does not result in the replenishment of the unrestricted cash balance for the General Fund which was reduced by $6.5 million as a result of Council providing the $300 of financial relief per rate assessment subsidy.

The proposed balanced budget is outlined below ($‘000):

	2021/22 Budget ($'000)
	General Fund	Water Fund	Sewer Fund	Consol.
Rates & Annual Charges	110,301	4,438	46,734	161,473
User Charges and Fees	59,011	21,515	3,965	84,491
Interest and Investment Revenue	3,358	1,026	360	2,900
Other Revenues	3,906	6	0	3,912
Internal Revenue	52,201	1,883	1,543	0
Grants and Contributions provided for Operating Purposes	20,225	0	0	20,225
Grants and Contributions provided for Capital Purposes	54,657	850	3,350	58,857
Total Income	303,659	29,718	55,952	331,858

Employee Benefits and On-Costs	68,841	5,744	9,769	87,394
Borrowing Costs	1,974	0	3,680	5,459
Materials and Contracts	48,730	5,384	8,448	64,307
Depreciation and Amortisation	45,034	10,754	11,989	67,777
Other Expenses	35,757	2,022	2,686	40,787
Internal Expenses	49,403	5,410	5,921	0
Total Expenses	249,739	29,314	42,493	265,724

Net Operating Results	53,920	404	13,459	66,134

Net Surplus/(Deficit) before Capital	(737)	(446)	10,109	7,277
Other Cash Adjustments
Capital Expenditure	(176,540)	(27,120)	(26,554)	(230,214)
New Borrowings	32,714	0	0	32,714
Loan Principal Repayments	(10,375)	0	(7,562)	(16,885)
Proceeds from the disposal of assets	5,296	120	100	5,516
Receipt of Internal Loan Repayment	0	1,052	0	0
Depreciation Adjustment	45,034	10,754	11,989	67,777
Dividend Paid to General Fund	0	(170)	(1,479)	0
Net Cash Outflow	(49,951)	(14,960)	(10,047)	(74,958)
Reserve Movements
Net Transfers from Reserves	(49,951)	(14,960)	(10,047)	(74,958)

General Fund Net Cash Movement	0	0	0	0

Capital Works Program

An extensive $230 million capital works program has been allocated in the Draft Budget for 2021/22.

Program / Project	Proposed Budget $
Economic Development	35,410,669
Landfill and Transfer Station Operations	31,210,000
Roads	28,451,608
Parks, Reserves, Sport and Recreation Areas	19,659,717
Community, Residential and Commercial Buildings	13,726,129
Tourist Parks	9,115,000
Stormwater	5,935,373
Mechanical Services	5,835,500
Pedestrian Facilities	3,599,500
Traffic Management	3,297,700
Coastal and Estuary Management	2,919,450
Corporate Buildings	2,565,089
Management and Support	2,540,100
Car Parking	2,196,193
Entertainment Centre	2,057,000
Waterways Infrastructure	2,010,140
Tourism and Events	1,721,350
Swim and Fitness	887,700
Information Technology	660,300
Fire Protection and Emergency Services	649,000
Streetscapes	646,863
Library	465,400
Other	972,000
Total General Fund Capital Works Program	176,531,181
Water Services	27,129,153
Sewer Services	26,553,500
Total Capital Program	230,214,434

The proposed funding sources for the capital works program are:

Funding Source	Proposed Budget	%
Grants	50,299,810	28%
Loans	32,714,300	19%
Bioelektra Resource Recovery Facility	7,000,000
Materials Recovery Facility (will not be required if BLER Grant application is successful)	8,000,000
Old Bomaderry Basketball Stadium	1,250,000
Caravan Park Development	5,264,300
Local Roads Renewal	2,500,000
Sanctuary Point - Francis Ryan Reserve - New Amenities	900,000
Hyams Beach Reserve – New Amenities	450,000
Matching Funding for potential grants ($6 million for Sanctuary Point Library and $1.35 million for Ulladulla Skate Park)*	7,350,000
General Fund including Carry Forwards	25,174,964	14%
Existing Loans	23,411,200	13%
Industrial Land	9,614,000	5%
Section 7.11 Deleted	8,423,066	5%
Special Rates	8,103,460	5%
Waste Reserve	6,210,000	4%
Plant Replacement	5,903,900	3%
Section 7.11	2,210,801	1%
Coast Management Infrastructure	1,411,011	1%
Stormwater Levy	1,153,000	1%
Other Internal Reserves	1,902,269	1%
Total General Fund Capital Program	176,531,781	77%
Water Fund	27,129,153	12%
Sewer Fund	26,553,500	12%
Total Capital Works	230,214,434	100%

It is important to note that COVID-19 might have significant impact on Council’s ability to deliver and resource some projects and the capital works program remains flexible and will be reassessed by management as the situation evolves.

Budget Details – General Fund

The Operating Result for 2021/22, excluding capital grants, is a deficit of ($737K), compared to the 2020/21 deficit of $3,735K (as per current adopted budget). The main reason for the reduction in deficit in 2021/22 Draft Budget is increase in Waste fees and charges (discussed in the separate report) and increase of rates revenue by 2.6% which includes 0.6% of SRV catch-up ($0.5 million) that will be allocated to fund capital projects.

When capital grants are included, the net operating result is a surplus of $53,920K. There is no net impact on the cash flow result for unrestricted general fund, that is, the budget.

Loan Program – General Fund

Council utilises a mix of internal and external reserves along with external borrowings to deliver its capital works program.

This financial year Shoalhaven City Council was successful in securing low-cost loan subsidy for all new eligible loans ($21.5 million). The NSW Government low-cost loan initiative assists councils with the cost of new infrastructure by funding 50% of the interest paid on borrowings related to infrastructure that enables new housing supply, and this subsidy will save Council over $1.6 million in interest over the next 10 years. Next financial year Council will continue to actively manage its Balance Sheet, by taking advantage of the low interest rate environment and up some new borrowings in 2021/22 financial year.

In order to fund the delivery of key strategic projects and maintain a healthy level of working capital, the following new borrowings are proposed in 2021/22 financial year.

The proposed loan program is based on the principles of sound financial management endorsed by the Council:

· Only borrow to fund activities core to Council’s agreed priorities and never borrow to fund an operating deficit.

· Borrowings must result into generation of additional revenue and/or savings.

· Debt Service Cover Ratio (measures the availability of operating cash to cover total debt servicing costs) should be greater than 2x benchmark.

· Debt Service Ratio (measures total debt servicing costs as a percentage of operating income less capital items and specific purpose grants and contributions) should not exceed the industry benchmark of 15%.

It is important for the Councillors to note that the Additional Provision for Borrowings of $7.350 million might be utilised to fund infrastructure projects only if Council succeeds in acquiring grant funding for Sanctuary Point Library and Ulladulla Skate Park and additional borrowings are required to fund Council contribution to the grant funded projects.

In addition, Council has lodged 18 grant applications under Bushfire Local Economy Recovery (BLER) Fund. The total value of the projects submitted under BLER is $61 million out of which, if successful, Council will need to contribute $15.6 million ($8.6 million from Water Fund, $5.2 million from Waste Fund and $1.8 million General Fund). These capital projects were excluded from the Draft DPOP and some changes to the capital works program for the and funding strategy might need to be revised depending on the outcome of the applications.

It was also noted that Council might have capacity to deliver additional works under the Rural Roads Sealing program and that a funding strategy including potential borrowings for additional works will be considered during quarterly budget reviews.

General Fund Projects	2021/22 ($)	Funding Source
Bioelektra Resource Recovery Facility	7,000,000	Waste Fund
Materials Recovery Facility (will not be required if BLER Grant application is successful)	8,000,000	Waste Fund
Bomaderry Basketball Stadium	1,250,000	General Fund
Caravan Park Development	5,264,300	Additional Revenue from Tourist Parks
Local Roads Renewal	2,500,000	General Fund
Sanctuary Point - Francis Ryan Reserve - New Amenities	900,000	General Fund
Hyams Beach Reserve – New Amenities	450,000	General Fund
Total	25,364,300
Additional Provision for Borrowings
Matching Funding for potential grants ($6 million for Sanctuary Point Library & $1.35 million for Ulladulla Skate Park) *	7,350,000	General Fund
Grand Total	32,714,300
Total General Fund Loans	12,450,000
*Council pursues various grant opportunities and additional borrowings might be required to fund Councils contribution to the grant funded projects

Noting the timing of drawdown on loans and commencement of the projects across the year, an additional $200K for the loans repayments of $23 million loans has been factored into the 2021/22 operational budget as presented at the 2.6% rates increase. It is a common practice for the Council to get loans approved and the start of the financial year and to drawdown on new loans in the last quarter of the financial year.

Based on the current LTFP that may be subject to further change and review, following new loans are forecasted:

Year	Loan Term	New Loans	Principal Payments	Interest Payments	YE Loan Balance
2022	10 Years	32,714	10,376	1,974	102,223
2023	10 Years	33,859	13,202	2,226	122,880
2024	10 Years	42,758	15,395	2,478	150,243
2025	10 Years	54,033	19,675	2,871	184,601
2026	10 Years	33,146	24,238	3,389	193,509
2027	10 Years	16,271	26,670	3,469	183,109
2028	10 Years	11,337	27,348	3,225	167,097
2029	10 Years	11,697	28,052	2,914	150,742
2030	10 Years	8,600	28,598	2,610	130,744
2031	10 Years	6,387	29,677	2,242	107,455

Graphs below illustrate projected loan balance and loan interest and repayments over the next 10 years.

Council Debt Service Cover Ratio (measures the availability of operating cash to cover total debt servicing costs) is forecasted to remain above 2x benchmark and Debt Service Ratio (measures total debt servicing costs as a percentage of operating income less capital items and specific purpose grants and contributions) will not exceed the industry benchmark of 15%.

Ratio	Benchmark	General Fund Projected 2021/22
Debt Service Cover Ratio	Greater than 2	3.75
Debt Service Ratio	Less than 15%	5%

Budget Details - Shoalhaven Water

The Operating Result for Water Fund for 2021/22, excluding capital grants, is a deficit of ($446K). This is based on an increase of $1 in the water availability charge and 5c increase in the water usage charge. When capital grants are included, the net operating result is a surplus of $404K.

The Operating Result of Sewer Fund for 2021/22, excluding capital grants, is a surplus of $10,109K. This is based on an increase of 1.8% in the sewer availability charge. When capital grants are included, the net operating result is a surplus of $13,459K.

The Shoalhaven Water Group capital expenditure of $53.6 million has been allocated in the Draft Budget for 2021/22. The total includes the following significant projects/programs:

· $13.8 million for Moss Vale Road Development

· $ 7.5 million for Electrical Workshop

· $12.3 million for upgrade of Mains and Pumping Stations

Community Engagement

A community engagement strategy has been prepared to ensure that the community can be informed about the contents of the Draft Delivery Program and Operational Plan, Budget and Fees & Charges.

The engagement strategy includes a range of communication activities including advertising, media opportunities, digital promotions and information distribution, contact through CCBs, Business Chambers, and through Council’s community engagement portal ‘Get Involved’.

The exhibition will be promoted during existing community engagement sessions occurring throughout the 28 day period. Submissions will be able to be provided to Council online through our community engagement page, via email or in written form.

Strategy and Assets Committee – Tuesday 13 April 2021

Page 0

SA21.55 Nowra-Bomaderry Bypass - Chronology

HPERM Ref: D21/119809

Department: Strategic Planning

Approver: Robert Domm, Director - City Futures

Attachments: 1. Chronology of Relevant Council Resolutions ⇩

2. Map - Corridor Reserved for Nowra-Bomaderry Bypass ⇩

Reason for Report

Present the requested chronology of Council decisions/actions regarding the regional services corridor/proposed Nowra-Bomaderry Bypass.

Recommendation (Item to be determined under delegated authority)

That the report on the Nowra-Bomaderry Bypass – Chronology be received for information.

Options

The report is presented for information - Council can determine what subsequent action it may wish to take, noting that there are other recent resolutions in this regard that are also separately being progressed.

Background

Council resolved on 23 February 2021 (MIN21.85):

That Council staff prepare a chronology for the April Strategy & Assets Committee Meeting regarding the resolutions and reports specific to proposed routes for the Nowra Bypass options, over the past ten years or so. The chronology would essentially include some vital commentary and recommendations as to the point of view of Council’s, or the State Government’s, professional staff.

This report responds to this resolution and sets out the key events and decisions regarding the corridor currently reserved and protected in the Shoalhaven Local Environmental Plan (LEP) 2014). Attachment 1 provides a list of relevant Council decisions/considerations and Attachment 2 indicates the currently corridor that is identified in the LEP.

The recognition and protection of the corridor is achieved via an additional local provision in the LEP - Clause 7.21 Development on land in the vicinity of the Western Bypass Corridor. This clause limits/controls development that could compromise, restrict or otherwise prevent the future use of the corridor as a road. The corridor identified in the LEP is generally 200 metres wide – this provides flexibility for future siting of the bypass road and possibly other regional services as required (e.g. Eastern Gas Pipeline - already partially within the corridor around Nowra-Bomaderry).

Sections of the corridor have also been secured through time by Council’s acquisition of strategic parts of the corridor (e.g. areas to south of Illaroo Road, Bangalee and also at Albatross Road, Nowra Hill). Other government decisions have also recognised the current corridor, such as the determination and resolution of Aboriginal Land Claims at various points along the route.

Council’s ongoing advocacy for the planning and delivery of the bypass is thus based on the current corridor that is contained in the LEP. These include, for example, submissions to the NSW Government’s recently exhibited draft regional land use and transport plans and focussed representations to Governments calling for the immediate planning and accelerated delivery of the bypass.

The following map from material associated with the Nowra Bridge Project shows the current LEP corridor overlain on an aerial photograph of the Nowra-Bomaderry area.

Key Points - Current Corridor Selection & Advocacy Activity

Attachment 1 provides a list of relevant Council decisions/considerations. However, key events/decisions in the selection of the current corridor and a record of Council’s advocacy activity for its delivery are summarised below:

· 1986: a ‘regional services corridor’ around Nowra-Bomaderry to the west was identified in the NSW Government’s Illawarra Regional Environmental Plan (REP) No.1. This plan was a formal environmental planning instrument and it recognised/protected the corridor and set planning outcomes for subsequent local environmental plans to do the same.

The provisions of the REP provided limitations on future development to protect the corridor and also encouraged the location, where appropriate, of relevant utility infrastructure in the corridor (Note: Eastern Gas Pipeline was subsequently located partially in the corridor).

The following map is an extract from the REP written instrument (Note: there were also more detailed maps that were produced).

Extract: Illawarra REP 1986 (NSW Government)

· 1990: Amendment No.14 (Nowra Hill) to Shoalhaven LEP1985 was prepared by Council and gazetted by the NSW Government. This amendment identified in detail the corridor south of the Shoalhaven River. As a result it also refined the potential bridge crossing point. Clause 40A Development in the vicinity of the regional services corridor was added to the LEP as part of this amendment.

· 1992: Following the Nowra Hill LEP amendment Council adopted its preferred option for the alignment of the corridor north of river, amending the previous route to reduce impacts on private property.

Council also resolved to undertake initial analysis for the amended route (engineering and flora and fauna) before including the corridor in the City-wide Local Environmental Plan (Shoalhaven LEP 1985).

· 2000: Council released the Nowra Bomaderry Concept Plan as initial work in relation to a new Structure Plan for the Nowra-Bomaderry area. This plan discussed the Highway bypass options for the area (three) and the range of considerations, including the western one.

The ’concept’ that was part of this plan showed the ‘western bypass’ alignment consistent with the decisions made by Council in 1990 and 1992. It is noted a feature of this concept was the placement of the proposed university campus and ‘investigation areas’ for residential and industrial adjacent to the western alignment to assist with future access.

· 2006: Council confirmed its preferred corridor alignment (as settled in 1992) with further minor amendments to reduce impacts on private property, with the preparation and adoption of the Nowra-Bomaderry Structure Plan. This plan identified the western corridor as part of the indicative future road network – see extract below.

Nowra-Bomaderry Structure Plan Extract

· 2008: The NSW Government (Department of Planning) endorsed the Nowra-Bomaderry Structure Plan and as a result the preferred western corridor alignment.

Note: No further substantive changes have been made to the preferred corridor alignment since this time.

· 2011-12: The preparatory work and 2011 exhibition documents for the new City-wide Local Environmental Plan (then proposed to be named Shoalhaven Local Environmental Plan 2009) included the preferred corridor and proposed to protect and secure it through land use zones and land acquisition requirements. The 2011 draft LEP proposed that the corridor alignment would be zoned SP2 Infrastructure.

The October 2011 submission provided by the then NSW Roads & Traffic Authority (RTA) on the draft plan noted that ‘the RTA supports the retention of the western bypass reservation. While the RTA has not undertaken a detailed review of the TRACKS modelling undertaken to date to support the Nowra Bomaderry Structure Plan (NBSP) or undertaken its own investigations at this stage, it is considered important to retain the bypass reservation. It is considered likely that significant upgrades will be required to the Princes Highway to accommodate future growth in the Shoalhaven and the retention of the bypass alignment could provide an alternative in the event that the Princes Highway alone cannot accommodate future traffic flows’.

· 2013-14: Work on the finalisation of the City-wide Local Environmental Plan (then named Shoalhaven Local Environmental Plan 2013) continued and still included the preferred corridor alignment. Including a second exhibition in 2013.

However, the measures to recognise and secure it were downgraded to the current protective controls (no zoning or land acquisition requirements) given that the NSW Government would not agree to be the acquisition authority for the corridor at that point as it was not yet on their forward plans.

Retaining an SP2 zoning would have required an acquisition authority to be nominated. If an authority is specifically not nominated then the default acquisition authority would be Council. Given this an alternative approach was taken and the preferred corridor alignment was mapped in the LEP (see Attachment 2) and the following clause supports the map layer:

Clause 7.21 Development on land in the vicinity of the Western Bypass Corridor

(1) The objectives of this clause are as follows –

(a) to minimise any visual or acoustic impacts on development proposed in the vicinity of the land to which this clause applies,

(b) to ensure that development proposed in the vicinity of that land will not compromise, restrict or otherwise prevent the future use of that land as a road.

(2) This clause applies to land identified as “Cl 7.21” on the Clauses Map.

(2) Despite any other provision of this Plan, development consent must not be granted for development on land in the vicinity of the land to which this clause applies unless the consent authority has assessed the following –

(a) the impact of noise, vibrations and other emissions from any future construction and the ongoing use of that land as a road,

(b) if the proposed development is a subdivision of land—whether or not the development would prejudice or otherwise restrict the future construction (including the provision of any public utility infrastructure) and operation of the proposed road.

· 2014: Shoalhaven LEP 2014 gazetted by the NSW Government.

· 2017: Council confirmed the corridor in its advocacy document Nowra Key Road Projects presented to State and Federal Members and calling for ongoing planning, funding and delivery commitments related to important road projects.

· 2018: Council’s submission to the NSW Government on the new Princes Highway bridge crossing the Shoalhaven River advocated, amongst other things, for the continued planning of the bypass.

· 2020: The NSW Government publicly exhibits its draft long-term (20+ years) land use and transport planning documents for the Illawarra-Shoalhaven Region. Neither document identifies the preferred corridor; nor do they include any funding, planning, or delivery commitments for the bypass.

· 2021: Council’s submission on the NSW Government’s draft Regional Plan (land use) and Regional Transport Plan for the Illawarra-Shoalhaven Region requests that the confirmed preferred corridor alignment be recognised and identified in these plans and advocates for funding commitments and immediate planning work to deliver the bypass. Council has also made focussed representations to State Members calling for the same.

It is noted that various other NSW Government technical reports, for example related to the current Nowra Bridge project, refer to the western bypass, for example the report: Additional Shoalhaven River Crossing, Numbaa Island to Bangalee (SMEC Pty Ltd for NSW RTA, July 2004).

Conclusion

The current preferred corridor alignment for the proposed Nowra-Bomaderry Bypass was settled in 2008 by both Council and the NSW Government, following several amendments of the corridor first identified by the NSW Government in 1986. This corridor has since been confirmed on numerous occasions through the endorsement of land use planning strategies and publication of local environmental plans.

It is however disappointing that the NSW Government has not directly recognised or acknowledged the corridor alignment in its broader or longer-term plans for the Region and local area. This is perhaps because at this point it is not on their shorter-term planning and funding horizon. At present Council is the only body that is currently actively working through its planning scheme and related actions to protect and advance the corridor alignment so it is available in the future when needed.

Council’s advocacy activity for the funding, planning and delivery of the bypass has been ongoing in earnest since 2012, with significant requests for action occurring during broader transport planning work (in 2017), planning for the new bridge (in 2018), and, most recently, the NSW Government’s work preparing long-term land use and transport plans.

Based on the survey data and traffic modelling analysis and discussions with Transport for NSW staff generally there is agreement with the need to address the existing Princes Highway corridor through Nowra-Bomaderry first and in the shorter term, followed by a longer-term bypass of Nowra-Bomaderry; however, what is not agreed are the specific timeframes.

Strategy and Assets Committee – Tuesday 13 April 2021

Page 0

SA21.56 Shoalhaven, the Economic Future

HPERM Ref: D21/114006

Department: Economic Development

Approver: Robert Domm, Director - City Futures

Reason for Report

This report was requested as a Notice of Motion passed at the 23 February 2021 Council meeting.

Recommendation (Item to be determined under delegated authority)

That Council:

1. Accept the report of the Shoalhaven, the Economic Future.

2. Establish a comprehensive position, with examples, of the impact of the Biodiversity Conservation Act on the pricing and development of employment lands in Shoalhaven and report this to a future Strategy and Assets Committee including:

a. Prepare a strategy to lobby the NSW Government to address the implications of the Biodiversity Conservation Act on employment lands.

b. Case studies of where the impacts were detrimental to the creation of employment within Shoalhaven.

3. Continue to foster and grow its industry base and concentrate on extending this diverse industry mix across the City so that a greater level of economic resilience can be delivered in periods of economic adversity.

Options

1. Accept the resolution as printed.

Implications: More opportunities to further advocate the Shoalhaven position

2. Propose an alternate resolution.

Implications: Change a winning formula or modify it.

Background

This report is in response to the following resolution (MIN21.84) passed by Council at its 23 February 2021 meeting:

That the Economic Development Department of Shoalhaven City Council prepare a report for the April Strategy & Assets Committee Meeting detailing the following:

1. How the “thinking” regarding economic development has evolved as a result of the recent infrastructure windfall.

2. The adequacy of our zonings to accommodate the expected future business and investment opportunities.

3. The potential for our city to establish itself, increasingly, as a “hub” in the hi-tech or even the traditional manufacturing type industries.

Over the last decade the subjects of “Economic Development” and “Regional Development” have emerged in importance at a political level owing to the “noise” being created from within the regions that they felt neglected, had greater influence and a potential to be part of a solution rather than a problem.

At the political level, the more populous regional Australia together with the outer metropolitan electorates became the areas that could shore up a government or provide the opportunity to move an opposition into government. Issues such as a hospital, an upgrade to a state or federal highway, improved facilities at a railway station, an upgrade or even a new school provided the fodder to sway electorates. There were always grants to Councils or community groups that were also in the mix, despite there being no “pork barrelling” but rather an identified community need.

Shoalhaven Council has played its part in this process. Lobbying for improvements to infrastructure has been something that this Council has done well. The fact that our economy has been steadily growing in Shoalhaven from $3.74b in 2013 to $6.15b in 2020 has demonstrated a 9.9% average annual growth in Gross Regional Product for the LGA. The following table shows the component industry sectors and the % that they contribute to this GRP.

Chart

The infrastructure windfall

The focus by governments, and oppositions, on the outer metropolitan and regional cities, has been to the benefit of the regional ring around Sydney. Council has been active over many years to drive its agenda and concentrate its lobbying on those assets that would return a social and economic benefit to this region.

Projects such as the upgrades to HMAS Albatross ($603m), the PH upgrade – Gerringong to Bomaderry ($1,062m), the building and subsequent upgrade to the South Coast Correctional Centre ($260m), have been great shots into the arm of the Shoalhaven economy. Today we see further major projects either underway:

· Shoalhaven River Crossing ($342m),

· Upgrading South Coast Rail – Berry to Bomaderry ($44m)

or being planned for commencement in the near future:

· Shoalhaven Hospital ($432m)

· South Coast Rail – Toolijooa passing loop ($125m)

· Jervis Bay Rd intersection (c$50m)

These capital projects represent major growth on the area and provide employment directly and indirectly as can be seen in the following graph:

As shown in the graph the average input of around $60m per quarter over the period 2017-2027 has been generating 250 FTE jobs consistently over this period.

This significant hard infrastructure has been able to demonstrate to many groups that Shoalhaven is on the up and that the success of securing this body of work represents co-operation between the 3 levels of government. From this a focus by other agencies to recognise Shoalhaven as a growth region, and one that demands to be considered, has been seen in reports and strategies from a local, regional and state perspective. Private analysts, like Bernard Salt and others, have been identifying Shoalhaven as one of the emerging growth centres.

The engine drivers of the growth of the Shoalhaven economy have been quick to respond to the impacts of COVID and experienced growth and employment shortages from mid-2020 and exist still today. This confidence in investment in production capacity comes about because of the infrastructure boom that they can see happening in this region. So, has this delivered, and being constructed, infrastructure had an effect? It adds to the confidence of local entrepreneurs as well as instils confidence of the boardrooms of the bigger entities that make investment decisions which affect Shoalhaven.

This Council has endeavoured to be ahead of the strategic game required through the identification of the assets needed to accommodate growth and investment. If a business wishes to establish in Shoalhaven and employ 200+, it can be done. The major national brands have spent much locally to address the growing market: Woolworths, Bunnings, Harvey Norman, Aldi… they have not been courted, they look at the statistics and the government spend - and their dollars follow accordingly.

The new growth centre model, Special Activation Precincts, have been announced across the State, but in Shoalhaven these same strategists for government have not found where Nowra or Shoalhaven fits in their model. They have identified the aviation and defence support industry, now 25 years young in Shoalhaven; the recycling/reuse economy, a sector that Council has been involved in but has not yet secured an icon entity; and the Shoalhaven River waterfront at Nowra.

The time is right for one or two of these to take off, or might it be aquatic biotechnology and nutraceuticals that could be the next big industry sector in Shoalhaven, or could it be marine tourism?

Supporting winners

25 years ago, when unemployment was around 15-17%, and even 15 years ago when again unemployment was 10-12%, it was easier to seek funding based on social disadvantage and slower growth indicators.

In the last decade, the mantra has changed somewhat to reflect the successful results of the lobbying and hard work to that of “follow our indicators and be part of this growth”. The projects currently on the horizon total around $2.7b and reflect improvement in roads, rail, maritime, shopping precincts, medical and general employment lands. Through these initiatives around 4000 new direct jobs will be created by 2031. These capital projects will be funded by different mixes of Federal, State and Local governments.

The focus in the more recent pipeline of grants and subsidies is the deliberate criteria to grow regional economic development, and through this that new jobs will be created.

Shoalhaven has been able to demonstrate that the focus of the Council has always been on stimulating the economy proactively, and this strategy has been easy to sell to grant providers now that there is a definite bias by governments to support regional areas.

In more recent times, recovery and resilience have become the focus, but Council has been able to adapt and has become innovative in this space.

Forward planning is not all Plain-Sailing

Council has generally been ahead of the demand for employment lands, both commercial and industrial. The 80 hectare rezoning of rural residential land at South Nowra to industrial IN1 is probably the most significant example of this. The rezoning itself only goes part of the way in creating a resource for the future. The provision of adequate industrial infrastructure – roads, drainage, water, sewer, communications and electricity – are all necessary prerequisites and in the case of South Nowra could be in the order of $100m.

In this instance, and there are others, Council needs to step in as the infrastructure co-ordinator to bring these projects forward, and this role needs to be proactive and ongoing.

Changes to State and Federal legislation can also both be a double-edged sword. The introduction of the Biodiversity Conservation Act 2016 has a noble intent to secure our natural environment. However, this legislation could well seriously impede Shoalhaven’s strategic forward planning to identify and set aside areas as zoned employment precincts into the future. The BCAct has arguably rendered many of these future employment lands as unviable due to the fact that they are relatively forested lands and the Biodiversity offsets to be paid can inflate the cost of development to be around 500% of the market price, rendering the project undeliverable.

One such incidence is on Council’s own Flinders Industrial Estate. An area of approximately 6ha zoned IN1 requires an assessment under the BCAct. The initial appraisal by a qualified assessor was that the offsets could be in the order of $6.2m or $100/m². This amount can be reduced by undertaking specific studies to assess the quality of the habitat and the evidence of species occurring in the area. These studies are required to be undertaken during certain times of the year and may even require several years of study. So, for a parcel of land that has an assessed market value of $100/m², that has a further development cost of in excess of $500,000, could require around $200,000 in environmental studies, and may take 3-5 years to resolve, then the question needs to be asked should Council proceed with this development at all?

Similar parcels of IN1/IN2 land exist with other virgin bushland at South Nowra and across the City that are owned in the main by the NSW Government or various Local Aboriginal Land Councils. To eliminate or effectively withdraw these lands from future development could mean that with all the good intentions in the world, Shoalhaven may not have the capacity to create the right types of hi-tech employment and be unable to capitalise fully on the infrastructure windfall which now besets us.

This opens up a new challenge for Council to move on. Some years ago, this Council heavily lobbied for the Native Conservation Act to not apply to industrially zoned land. Council was successful in having industrially zoned land declared as “urban”, the same as residential and commercially zoned land, and thus became exempt from the provisions of the NC Act.

In this instance the BCAct is far more restrictive as it imposes an offset charge against the developer and around 80% of industrially zoned in Shoalhaven would be affected, with the greatest impost being upon the Crown and LALCs’ holdings, rendering their employment lands unviable.

Manufacturing is not dead

Manufacturing in Shoalhaven has been strong for decades and represents one of the stronger industrial sectors generating many direct jobs, but also it is the strongest sector for generating downstream or indirect jobs.

The trend to more advanced methods of manufacturing has been adopted by local industry to achieve greater productivity. Automation does not necessarily reduce labour but allows greater output per unit of labour, something that has raised the $ output per worker from $130,027 in 2013 to $172,325 in 2020 or an average rise of 5% per annum. From the table below, the sectors that can be attributed to local businesses are Manufacturing, Construction and Wholesale Trade which strongly services those sectors as well.

Chart

It is true that this advanced manufacturing sector, the supporting industries and technologies, as well as the construction sector lifted Shoalhaven out of COVID and will be the mainstay of the economic value adding locally. The government and administrative sector is also very important, especially when the payroll is coming from the national or state expenditure streams.

Summary

The future for the Shoalhaven to remain a diverse and vibrant economy is for the opportunities to exist for the industry sectors with the higher local employment multipliers to grow in the local area. Manufacturing and Construction are the two strongest sectors in this regard.

Council as well as local business have been to the fore with regard to utilising grants and subsidies to drive this growth. Continuation of this strategy is supported by Council’s Economic Development Office.

The availability of employment lands is critical to achieve growth, and whilst the zones are in place, the cost of development is currently inhibiting this because of the implications of the Biodiversity Conservation legislation.

Advanced technology is the way forward, and local industry are willing to embrace and invest in this, and have even established an Advanced Manufacturing Centre operated by Air Affairs P/L where modern trade skills are transferred to the up-and-coming technicians across a range of skill areas. It is these home-grown technicians of the future that will be the mainstay of the local growth as they explore national and export markets to sell their skills and technologies.

Shoalhaven has always been at the forefront with business innovation, something recognised by the higher levels of government and rewarded by successful applications for grants for Council and local business. This work will continue with projects such as:

· Flinders Industrial Estate stage 10

· Albatross Aviation Park stage 5

· Woollamia Industrial Estate stages 5 & 5A

· Ulladulla Harbour berthing facility

· Woollamia Maritime Precinct

· Ulladulla Boardwalk stages 3, 4 & 5

· Improvements to transport networks

o PH: Jervis Bay Rd – Sussex Inlet Rd

o PH: Milton Ulladulla bypass

o PH: Lake Burrill to Batemans Bay

o Upgrade of link from Nerriga to Tarago for HML vehicles

o Sth Coast Rail: Extending the home yard at Bomaderry station

o Sth Coast Rail: Toolijooa Passing loop

o Sth Coast Rail: new mid-point turnout for Dunmore siding

o Sth Coast Rail: Train turnaround siding between Unanderra and Coniston Junction

o Addressing issues relating to Nowra traffic congestion

· Economic Development business as usual

o Attracting new business to area

o Working with local business to expand and develop

o Co-ordinating training sessions for business

o ……..

Local businesses will tap into these improved infrastructure assets and invest in their premises, their plant and most importantly, their people.

Community Engagement

Local business groups, in conjunction with the Economic Development Office, are supportive of the local economic growth and performance. The key industries that do deliver in this regard are not seeking local notoriety but rather ensure that their employees, their local suppliers are appreciative of and value their efforts.

Policy Implications

There are some policies at all levels of government that impinge on the productivity of business and the allowance of growth. It is incumbent on Council, through its Economic Development Office and others, to draw to the attention of governments where issues to allow business and employment to flourish are restrictive.

One such need is to address the negative impact that the Biodiversity Conservation Act is having on the ability to supply local employment opportunities.

Financial Implications

Council’s support for local industry needs to embrace the supply of goods and services. There is also an implication here for local businesses to offer “value for money” to Council. In the Civil contracting and building space the majority of Council works are won locally.

Risk Implications

By Council not remaining proactive in the Regional Economic Development space and just awaiting the next handout or grant, other regions, towns and localities will offer a better product in the diverse marketplace. Trying to maintain a diversified economy is the key. In recent times the vulnerability of certain smaller villages that had concentrated on tourism was and is clearly evident and there is a need to have these villages attempt to diversify their own economies away from the singular tourism product.

Strategy and Assets Committee – Tuesday 13 April 2021

Page 0

SA21.60 Waste Services - Fees and Charges - Requested Percentage Increase

HPERM Ref: D21/120419

Department: Commercial Services

Approver: Paul Keech, Director - City Services

Reason for Report

At the Waste Services Presentation to the Councillors Briefing the preliminary estimates of revenue required and options available to ensure environmental compliance, financial stability and service continuity were discussed. Waste Services has been requested to explore options for the 2021/2022 fees and charges.

Recommendation (Item to be determined under delegated authority)

That Council:

1. Adopt a 7% increase to all Waste Service Fees and Charges as listed in the draft 2021/22 DPOP Fees and Charges to:

a. Maintain all existing service levels

b. Continue current free vouchers for waste services

c. Provide two additional new green waste vouchers to the suite of free services

d. Maintain working capital

e. Deliver the 10 Year Capital Works Program, deferring the following projects and plant to 2022/23:

i. Huskisson Hardstand $285k

ii. Huskisson Relocation Offices $150k

iii. West Nowra Fence $130k

iv. West Nowra Waste Handler $400k

2. Note subsequent years fees and charges percentage increases:

If grant application is unsuccessful:

i. 2022/2023 – 7%

ii. 2023/2024 – 6%

If grant application is successful:

i. 2022/2023 – 5%

ii. 2023/2024 – 5%

Options

1. Adopt the recommendation of 7% increase to Waste Services Fees and Charges for 2021/22. With subsequent years fees and charges increase of:

If grant application is unsuccessful:

i. 2022/2023 – 7%

ii. 2023/2024 – 6%

If grant application is successful:

i. 2022/2023 – 5%

ii. 2023/2024 – 5%

2. Adopt a 9% increase to Waste Services Fees and Charges for 2021/22. With the following implications:

a. Maintain all existing service levels

b. Continue current free vouchers for waste services

c. Provide two additional new green waste vouchers to the suite of free services

d. Maintain working capital

e. Deliver the original 10 Year Capital Works Program including the works deferred to 2022/23.

3. Adopt a 5% increase to Waste Services Fees and Charges for 2021/22. With the following implications:

a. Maintain all existing service levels

b. No free green waste vouchers, however, maintenance of the existing suite of free services

c. Deliver the 10 Year Capital Works Program, deferring the following projects and plant to 2022/23:

i. Huskisson Hardstand $285k

ii. Huskisson Relocation Offices $150k

iii. West Nowra Fence $130k

iv. West Nowra Waste Compactor $1M

d. No increase in the Waste Reserve to recover from the natural disaster impact

Background

Waste Services is a self-funded unit of Council that provides the community with domestic waste services (kerbside collection, bulky waste removal and green waste removal), Recycling and Waste Depots, a landfill cell, associated waste services and waste education.

Waste Services preliminary proposal for a 9% fees and charges increase in 2021/22 ensured the provision of compliant and responsive services, continued asset maintenance and infrastructure development and a financially viable option.

All domestic waste charges are levied in accordance with Section 496 of the Local Government Act 1993. The charges are calculated in accordance with Section 501, 502 and 504 of the Act and must not exceed the reasonable cost to Council of providing domestic waste services. The NSW Office of Local Government’s Council Rating and Revenue Raising Manual requires that revenue from the Domestic Waste Management charge must be kept separate from general rating income, and only used for expenditure related to Domestic Waste Management. Of particular note is the IPART review which is continuing into domestic waste charges.

Tipping fees and ancillary fees and charges are calculated based on the costs of operation and charge as full cost recovery.

Over the last two years Council, through the Waste Service, has supported the community through assistance during the natural disasters and COVID challenges. This assistance and new recycling contracts have impacted the Waste Reserve by in excess of $5.3M and has included:

· Total Gate Revenue Loss (25,795 tonne) – $1.606M

o Green waste bushfire mitigation (6,946 tonne) – $716k

o Flood waste (224 tonne) – $62k

o Bushfire demolition (828 tonne) – $322k

o Bushfire demolition (PWA funded) (17,797 tonne) – cost neutral.

o Vouchers – Green Waste - $506k to end February 2021.

· Recycling Costs Increase (2020/21) – $1.5M

· Domestic Waste Management Charge (COVID Relief Payments) – $2.2M

In 2021/22, Waste Service plans to continue to implement strategies and initiatives required under the Waste Avoidance and Resource Recovery Act (WARR) 2001 to minimise waste and reduce the environmental impact. This will be supported through the Capital Works Program totalling $32.2M. The projects include:

· Materials Recovery Facility (MRF) - Up to $18M in 2021/22

· Bioelektra - $7M in 2021/22

· New Landfill Cell - $1.5M

· Green Tiles Demonstration MICROfactorie™

o (Only if grant application approved) $0.5M

· Education Centre design only $0.5M

· Leachate Management - $1.1M

· Landfill Compactor - $1M

· Minor Capital Works - $2.1

Council has applied for two grants for the MRF: firstly, a $13M Grant application to NSW government, Bushfire Local Economic Recovery Fund (BLERF), and secondly, a $10M Grant application to Federal Government, Building Better Regions Fund (BBRF). The grants are mutually exclusive with only one grant able to be accepted. Should either of the grants be successful the estimated 2022/23 loan repayments will reduce from ~$2.3M to ~$1.3M per year.

Fees and Charges are required to increase to meet the increasing cost of free services, the new loan repayments and incrementally replenish the Waste Reserve. The following free waste services will continue:

• 2 Waste Vouchers includes pick-up

• Additional Recycling Service for six weeks over Christmas

• Mulch

• Fire Weed Disposal

• Drop off:

Ø Polystyrene

Ø Electronic Waste

Ø Sorted Mixed Recyclables

Ø Scrap Steel

Ø Paint & Oils

Ø Batteries & Light Globes

Additionally, Council has indicated that a new free service i.e. two green waste vouchers, would be considered as part of the 2021/22 budget.

In response to the request from the Councillors Briefing, the following options have been investigated. The primary underpinning considerations have been:

· Compliance with legislative and licence requirements

· Capability to provide existing services to the community and depots

· Maintenance of the existing free services

· Ensuring asset integrity and future service delivery capability

· Delivery and consideration of potential one year deferral of components of the 10 Year Capital Works Program

· Consideration of the new free green waste vouchers

· An appropriate increase while ensuring prices are affordable to the community and in line with pricing of other neighbouring Councils.

The following options have been developed based on funding capital projects through loans, waste operations and the waste reserve. Should grant application prove successful, the percentage increase in subsequent years will be reduced.

Option One – Increase of 7%

· Maintain all existing service levels

· Continue current free vouchers for waste services

· Provide two additional new green waste vouchers to the suite of free services

· Maintain working capital

· Deliver the 10 Year Capital Works Program, deferring the following projects and plant to 2022/23:

i. Huskisson Hardstand $285k

ii. Huskisson Relocation Offices $150k

iii. West Nowra Fence $130k

iv. West Nowra Waste Handler $400k

· Subsequent Year Increases

o 2022/2023 – 7%

o 2023/2024 – 6%

Option Two – Increase of 9%

· Maintain all existing service levels

· Continue current free vouchers for waste services

· Provide two additional new green waste vouchers to the suite of free services

· Maintain working capital

· Deliver the original 10 Year Capital Works Program including the works deferred to 2022/23.

· Initial contribution to the Waste Reserve to incrementally re-establish the capability to respond to natural and other disasters

· Subsequent Year Increases:

o 2022/2023 – 5%

o 2023/2024 – 5%

Option Three – Increase of 5%

· Maintain all existing service levels

· No free green waste vouchers, however, the existing suite of free services maintained

· No increase in the Waste Reserve to recover from the natural disaster impact

· Reduce ability to respond to community needs such as disaster recovery

· Deliver the 10 Year Capital Works Program, deferring the following projects and plant to 2022/23:

i. Huskisson Hardstand $285k

ii. Huskisson Relocation Offices $150k

iii. West Nowra Fence $130k

iv. West Nowra Waste Handler $400k

v. West Nowra Waste Compactor $1M

· Subsequent Year Increases:

o 2022/2023 – 7.5 %

o 2023/2024 – 7 %

Reduction in the percentage increase to all options will occur if grant funding is successful. This proposed percentage increases are shown below for a successful $10M grant application.

	Option 1	Option 2	Option 3
2021/2022	7.00%	9.00%	5.00%
2022/2023	5.00%	3.00%	5.50%
2023/2024	5.00%	3.00%	4.00%

Financial Implications

Financial Impact to Community (2021/2022)

2021/2022		Option 1	Option 2	Option 3
Domestic Waste Management Charge	Current Year	7%	9%	5%
Standard Service 120ltr	$385.00	$412.00	$420.00	$404.00
1^st 240ltr Service	$670.00	$717.00	$730.00	$703.50
Landfill Gate Fee
Mixed Waste Charge (per 100kg)	$38.90	$41.50	$42.40	$40.80
Domestic Trailer (per trailer)	$77.00	$82.00	$84.00	$81.00
Domestic Car (per car)	$20.00	$21.40	$21.80	$21.00
Green Waste Charge (per 100 kg	$11.00	$11.80	$12.00	$11.60

2022/2023		Option 1	Option 2	Option 3
Domestic Waste Management Charge		6%	5%	7.5%
Standard Service 120ltr		$437.00	$441.00	$434.00
1^st 240ltr Service		$760.00	$767.00	$756.00
Landfill Gate Fee
Mixed Waste Charge (per 100kg)		$44.00	$44.50	$43.90
Domestic Trailer (per trailer)		$87.00	$88.00	$87.00
Domestic Car (per car)		$22.70	$22.90	$22.60
Green Waste Charge (per 100 kg		$12.50	$12.60	$12.50

2023/2024		Option 1	Option 2	Option 3
Domestic Waste Management Charge		6%	5%	7%
Standard Service 120ltr		$463.00	$463.00	$464.00
1^st 240ltr Service		$806.00	$805.00	$809.00
Landfill Gate Fee
Mixed Waste Charge (per 100kg)		$46.60	$46.70	$47.00
Domestic Trailer (per trailer)		$92.20	$92.40	$93.10
Domestic Car (per car)		$24.10	$24.00	$24.20
Green Waste Charge (per 100 kg		$13.30	$13.20	$13.40

To ensure prices are affordable to the community and are in line with other waste providers, price comparison have been conducted across similar councils. This table highlights that Shoalhaven City Council is able to increase prices and remain reasonably priced across the councils.

Waste Services Charges Comparison (2020/2021)
	Shoalhaven	Kiama	Shellharbour	Wollongong	Wingecarribee	Lake Macquarie
120L Bin Service Equivalent	$385/y	$590/y	$430/y	$411/y	$540/y	$400/y
240L Bin Service Equivalent	$670/y	$790/y	$570/y	$677/y	$698/y	$451/y

Mixed Waste Disposal	$389/t	n/a	$398/t	$384/t	$340/t	$400/t
Mixed Waste Trailer	77	n/a	n/a	$117.00	n/a	n/a
Green Waste Disposal	$110/t	n/a	$220/t	$126/t	$123/t	$165/t
Green Waste Trailer	30	$28.00	n/a	$38.00	n/a	n/a

Working Capital Calculations

Below is the working capital calculation for the Waste Management Reserve. The recommended increases will maintain the Reserve close to the benchmark. Please note that a 7% increase in fees and charges may require borrowing from internal reserves to fund the temporary working capital shortfall during the 2022/23 financial year.

	Successful Grant Application			Unsuccessful Grant Application
	2022	2023	2024	2022	2023	2024
	7.0%	5.0%	5.0%	7.0%	7.0%	6.0%
	$’000	$’000	$’000	$’000	$’000	$’000
Current Assets
Cash and cash equivalents	3,640	3,115	4,232	4,140	3,858	4,209
Receivables	788	788	788	788	788	788
Current liabilities
Payables	1,610	1,659	1,708	1,610	1,659	1,708
Borrowings	1,868	1,901	1,936	2,789	2,839	2,891

Estimated Working Capital Available	951	343	1,376	529	148	398

Benchmark	788	788	788	788	788	788

In relation to the benchmark indicated above, Councillors will recall the General Fund working capital calculation established in the 2020/21 DPOP based on an amount equivalent to value of receivables plus inventory. For consistency a similar approach has been used to the determine the Waste Management working capital and benchmark.

Risk Implications

The capability to provide assistance to the community is limited due to the $5.3M draw down on the Waste Reserve in recent years.

The inability to deliver projects within the 10 year capital program may result in increased expenditure due to increased operating costs for exporting recycling materials out of the region and potential non-compliance of landfill licensing conditions.

The deferral of replacement of substantial plant will have three impacts, firstly increased maintenance; secondly, the increased potential for failure and finally reduced resale values.

SA21.65 Nowra Showground - Potential Grants and Project Update

HPERM Ref: D21/48332

Department: Community Planning & Projects

Approver: Kevin Norwood, Manager - Shoalhaven Swim Sport Fitness

Reason for Report

To provide a report back to Council on the capacity to attract grant funding for heritage works and works of a general nature at Nowra Showground in response to MIN21.29.

Recommendation (Item to be determined under delegated authority)

That Council:

1. Accept the Nowra Showground report for information.

2. Continue to advocate for funding for improvements at Nowra Showground to State and Federal Government.

3. Continue to collaborate with Nowra Show Society and other key stakeholders on the delivery of projects and developing grant applications.

Options

1. Adopt the recommendation.

Implications: The recommendation acknowledges the work that has been undertaken and is ongoing at Nowra Showground

2. Adopt an alternative recommendation.

Implications: Depending on the nature of the alternative recommendation, it may require additional staff resourcing and funding which are not currently available or planned for within City Lifestyles Directorate

Background

Nowra Showground is the largest of Shoalhaven’s four Showgrounds, comprising a range of significant buildings and other facilities, including several with important heritage values.

The easily accessible location of Nowra Showground and its proximity to the Shoalhaven River makes it a popular destination for a range of public as well as private events and other ongoing activities such as camping and day use pursuits.

The Showground consists of both Council-managed Crown Land (Reserve No D580011) and Council owned Community land. It contains:

· A significant Pavilion building with capacity for up to 200 people

· A Committee Room with capacity for up to 70 people

· Main Arena with grandstand and substantial floodlighting

· Six tennis courts with clubhouse

· Two cricket ovals which also accommodate AFL and Rugby League.

· Horse / cattle stables as well as a substantial area of open space

At its Ordinary Meeting on 25 January 2021, Council resolved (MIN21.29):

That Council staff prepare a report on its capacity to attract both heritage grants as well as grants of a general nature, necessary to bring the infrastructure at Nowra Showground up to a standard in line with community expectations.

The purpose of this report is to provide a report back to Council on the capacity to attract grant funding at Nowra Showground, whilst providing a general update on various improvements and infrastructure projects recently completed and currently underway.

Potential Grant Funding

A number of heritage and general grant funds offered by State and Federal Government agencies are available throughout the year, including:

· Heritage Specific Grant Programs

o NSW Heritage Grants – for identification, conservation and promotion of heritage and generally available each one to three years via Heritage NSW

o Aboriginal Cultural Heritage Grants – for identification, conservation and promotion of heritage and generally available each one to three years via Heritage NSW

o Community War Memorials Fund – to help conserve, protect and repair war memorials at least once a year via NSW Office of Veterans Affairs

· General Grant Programs

o Building Better Regions – to facilitate job creation, drive economic growth, build stronger regional country communities and generally available annually via the Federal Government’s Department of Infrastructure, Transport, Regional Development and Communications

o Stronger Country Communities Fund – to facilitate delivery of local projects in regional communities and generally available annually via the NSW Department of Premier and Cabinet

o ClubGrants – enables delivery of local community services, programs and projects and generally available twice a year via NSW Office of Liquor and Gaming

o Local Roads and Community Infrastructure Program – part of the Federal Government’s COVID-19 Stimulus package and aims to deliver priority local road and community infrastructure projects across Australia, supporting jobs and resilience of local economies – generally available annually via the Federal Governments Department of Infrastructure, Transport, Regional Development and Communications

o Bushfire Local Economic Recovery Fund – part of the bushfire support that is co-funded by Federal and NSW Governments for bushfire recovery, response and preparedness and generally available annually via the NSW Department of Regional NSW

o Crown Reserves Improvement Fund – this program supports Crown land managers to undertake repairs / maintenance projects, pest and weed control, delivery of new recreational infrastructure or environmental initiatives. The program is generally available annually via the NSW Department of Planning, Infrastructure and Environment - Crown Lands.

o NSW Government Showground Stimulus Funding Package Rounds 1 and 2 – this program funds maintenance and improvement works at showgrounds around NSW. The program is provided to stimulate economic growth over short-term timeframes in local economies impacted by the COVID-19 pandemic.

Successful Grant Funding and Project Roll Out

A number of grant applications have been submitted by Council for various improvements, upgrades and new infrastructure at Nowra Showground under State and Federal Grant programs. These include, but are not limited to:

· Local Roads and Community Infrastructure Grant Program

· Stronger Country Communities Fund

· Regional Growth - Environment and Tourism Fund

· Crown Reserves Improvement Fund

In the last three years, over $1.7million in grant funding and Council budget allocations has been obtained under these grant programs for delivery of the following works:

· Cattle arena fence

· Cattle loading ramp

· Spectator seating

· Drainage – cattle wash down

· Boundary fence

· Horse stables – safety / ventilation mesh

· Concept design – new amenities, kitchen

· Cattle yard fencing

· Seating

· Mesh in stables

· Perimeter fencing

· Cattle ramp improvements

· Floodlighting, including floodlight controller

· Irrigation

Pending Grant Applications

Council recently made a grant application under the Community War Memorials Fund, provided by NSW Department of Communities and Justice – Office of Veterans Affairs. The application was for a heritage assessment to the value of approximately $10,000 for the Junction Street Memorial Gates to guide future repairs / works after it was damaged. This application is pending determination.

A grant funding submission has also been made under the Bushfire Local Economic Recovery Fund for improvement across all 4 showgrounds to the value of $4,035,367 of which $1,140,484 is for Nowra Showground to deliver various improvements including new amenities, solar system, LED/Solar lighting with mobile charging stations and a new camp kitchen.

Additional Works / Projects at Nowra Showground

Plan of Management and Masterplan

Council is currently preparing a new Plan of Management and Masterplan for Nowra Showground as part of the legislated Crown Lands Review process. This is also in recognition of the Showground’s changing needs and changes in context of the surrounding area, including the growing suburban footprint and historical significance of the site.

Council has undertaken preliminary relevant consultation in February 2021 which included consultation with key stakeholders and the broader community. The consultation undertaken highlighted the community investment in Nowra Showground, and desire to capitalise on its strengths as a valued community asset.

There is potential within the Plan of Management and Masterplan to identify additional works beyond that which is currently underway and / or planned at Nowra Showground. Any works identified will be consistent with identified values, and feedback on the Showground’s future direction as provided by key stakeholders and community during the preliminary consultation. Identifying a scope of works through these documents is necessary to allow the works to be undertaken under relevant Local Government and Crown Lands Management legislation.

It is anticipated that this will be submitted to the Minister for Crown Lands to proceed to public exhibition in April 2021. A report will be submitted to Council to proceed to public exhibition upon receipt of the Ministers concurrence.

Projects Underway

Council is working towards delivering several other projects within Nowra Showground, of which the total project value is approximately $1.1M. These projects are at various stages, and include the following:

· Family Café and Judges Box

· Cattle Shed

· Pavilion Landscape Plan

· Fire compliance

· Internal road network

· Pavilion painting and re-roofing

· Flood light towers

· Hanging Rock Facelift and Historical Signs (subject to Plan of Management and Masterplan)

· Upgrade to Public Address System (with Nowra Show Society)

Internal Road Network

It has been widely recognised that Nowra Showground’s internal road network requires a range of improvements. The following items have been identified for Nowra Showground maintenance repairs and are programmed to commence in early April 2021, weather permitting. Major resealing works are to be identified in the Long Term Financial Plan and placed in a shovel-ready state to allow for grant opportunities.

1. Immediate bitumen patching already undertaken

2. Gravel Internal Roads:

a. Gravel (200t) to be stockpiled and used to repair washouts / scours / shoulders and gravel roads

b. Re-instate shoulders / table drains (where possible) including removal of built-up material

c. Bitumen seal repair works on various internal access roads

d. Estimated cost of the above is $30,000

3. Major Resealing costs within highlighted locations

a. Northern sealed section

· Resurfacing 5,000m2 - $35,000

· Patching works - $5,000

b. Southern sealed section

· Resurfacing 1,500m² - $10,000

· Patching works - $5,000

Total resurfacing cost + $5,000 contingency = $60,000

Resurfacing works are seasonally influenced and would need to be undertaken between October - April in the warmer months. This work would need to be planned prior to October 2021.

Governance / Stakeholder Relationships

Council recognises that the Nowra community is diverse and will be engaging a consultation process which enables key user groups, individuals in the community and Council staff to voice their ideas.

In late 2020, Council transitioned to the new Asset Custodian Model, resulting in operational management being placed with Shoalhaven Swim Sport Fitness within City Lifestyles, with Community Planning and Projects being responsible for strategic planning. The new Asset Custodian Model now provides stakeholders and customers with a single point of contact for all enquiries relating to Nowra Showground.

To date, Shoalhaven Swim Sport Fitness officers are developing strong relationships with all stakeholders and have conveyed the new Model and relevant staff contacts. To ensure that relationships are further developed, Council officers are meeting with external stakeholder groups on a monthly basis, to allow each stakeholder the opportunity to voice their concerns and to contribute to the Works Program.

In discussions with various user groups, all are in support of a Council officer being instated to undertake caretaker / coordination of Showground maintenance duties. At time of writing this report, Council officers are current reviewing options for maintenance and upkeep of Nowra Showground precinct.

Council’s three other Showgrounds –Berry, Kangaroo Valley and Milton – continue to operate under delegation of S355 Management Committees which are responsible for day-to-day operations at these three Showgrounds.

The four Show Societies throughout Shoalhaven take an active interest in their facilities’ operations, in order to support their Showgrounds’ suitability for the annual agricultural shows.

Community Engagement

At Council’s Strategy & Assets Meeting held 13 June 2017, it was resolved to establish a S355 Management Committee at Nowra Showground. Council approached user groups seeking membership nominations. Nowra Showground user groups, including Nowra Show Society, did not wish to assume delegated authority for Showground operational management; therefore, it has continued under Council’s management.

The option to establish a caretaker / coordinator role at Nowra Showground is being investigated. Such a role would have operational oversight of Nowra Showground, be a point of contact for users, further activate the precinct and develop income streams through such activities as events and overnight stays (camping, caravans, RVs etc.). The appointment of a Caretaker / Coordinator will also assist in compliance, maintain a point of contact for Ranger Services and provide onsite reactive cleaning and maintenance.

Community engagement plays an essential role in each of the projects which have been completed, are currently underway, or planned, at Nowra Showground. The establishment of Project Control Groups for individual projects has allowed Council staff to engage with relevant stakeholders and facilitate effective and efficient delivery of projects.

These forums enable clear and direct communication between internal staff, external stakeholders and consultants (where relevant), to discuss key project concerns / issues and address matters which require further direction / consideration.

Nowra Showground Ideas Day

In March 2017 Council staff facilitated an ideas day at Nowra Showground. The consultation provided an opportunity to the community and key stakeholders to identify key issues and areas for improvement. The key priorities as conveyed by the community and key stakeholders were as follows:

· Introduction of a Caretaker

· Management of the camping area and other land uses

· Improving the cleanliness and overall visual amenity and appeal of the Nowra Showground

· Improving the internal road network

· Addressing homelessness

To date, the key priorities as identified above have been actioned, are currently in progress or will form part of the Plan of Management and Master Plan.

Stakeholders

Nowra Showground is an important public space used by many people, both Shoalhaven residents and visitors. This multi-functional site – a major recreational centre in Nowra – is of high social value for past and present generations dating back to 1886, and these include:

· Nowra Show Society

· NSW Holstein Association

· South Coast Beef Producers Association

· Nowra Jets Rugby League

· Nowra Cricket Club

· Shoalhaven Dog Club

· Bomaderry AFL

· Nowra Poultry Club

· Nowra Croquet Club

· Nowra Men’s Shed

Financial Implications

The current operational budget allocated to Nowra Showground is as follows:

Income		Expenses
Licence / Leasing	22,692	Amenities cleaning / grounds maintenance / minor building maintenance	197,000
Camping	59,862
Sportsground / Building hire	100,025
Total	$182,579	Total	$197,000

Summary of Grant Funding

Received / Granted $

$1,700,000 (Approx).

Pending $

$1,150,000 (Approx).

Additional budgets may be necessary to accommodate any additional projects, or to provide matching funding / co-contributions for grant applications at Nowra Showground. These can be addressed through quarterly budget reviews, or reports to Council, on an ‘as needs’ basis. Options to provide caretaker / coordinator functions to support the development and growth of new opportunities, activation and income streams are currently being explored.

An example of the result for Shoalhaven within each of the headings has been extracted from the published report as indicated below, together with 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 2019-20 year saw variable weather conditions as well as devastating bushfires. Whilst there were 71 days of Level 1 water restrictions due to drought conditions, water consumption in 2019-20 increased by 6.2%. At 155kL/property, ours was in the mid-range consumption level across all Medium Utilities.

Table 1 W12 - Average Annual Residential Water Supplied (kL/property)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Lower Murray Urban and Rural Water Corp	519.9	518.5	490.0	0.3%
Rockhampton Regional Council	382.7	375.0	342.7	2.1%
Riverina Water County Council	338.0	343.0	311.0	-1.5%
Bundaberg Regional Council	260.8	243.3	217.5	7.2%
Gladstone Regional Council	251.4	239.0	132.5	5.2%
Albury City Council	246.0	252.0	237.0	-2.4%
Grampians Wimmera Mallee Water Corp	240.7	248.8	316.4	-3.3%
Wingecarribee Shire Council	218.0	206.0	216.0	5.8%
Mackay Regional Council	215.3	186.8	180.2	15.3%
Dubbo Regional Council	207.0	337.0	386.0	-38.6%
Fraser Coast Regional Council	191.1	185.9	163.8	2.8%
Tweed Shire Council	177.0	177.0	176.0	0.0%
Queanbeyan-Palerang Regional Council	171.0	158.0	167.0	8.2%
Shoalhaven City Council	155.0	146.0	157.0	6.2%
East Gippsland Region Water Corporation	152.9	160.0	157.4	-4.4%
Coffs Harbour City Council	151.0	154.0	170.0	-1.9%
Mid Coast Council	144.0	155.0	142.0	-7.1%
Port Macquarie-Hastings Council	144.0	160.0	172.0	-10.0%
Wannon Water	141.2	147.2	144.1	-4.1%
Tamworth Regional Council	141.0	247.0	291.0	-42.9%
Eurobodalla Shire Council	121.0	121.0	123.0	0.0%
South Gippsland Region Water Corporation	115.0	119.5	118.5	-3.7%
Clarence Valley Council	115.0	159.0	155.0	-27.7%

GROUP AVERAGE - MEDIUM	208.7	219.1	215.9	-4.8%
GROUP AVERAGE - LARGE	226.0	228.7	214.9	-1.2%
NATIONAL AVERAGE	209.3	218.3	217.6	-4.1%

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.

Shoalhaven recorded a modest increase in use of recycled water for 2019-20. Further increases are probable due to the completion of REMS 1B and the planned REMS Stage 2 Dam.

Table 2 – W26 Total volume of recycled water supplied (ML)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Fraser Coast Regional Council	6918	5591	4739	24%
Mackay Regional Council	4034	4263	4263	-5%
Tamworth Regional Council	3622	4563	4060	-21%
Albury City Council	3297	2457	3885	34%
Gladstone Regional Council	2494	3174	3166	-21%
Shoalhaven City Council	2218	2185	2289	2%
Dubbo Regional Council	2159	2448	3043	-12%
Wannon Water	1725	2008	1779	-14%
MidCoast Council	1398	1432	1290	-2%
Coffs Harbour City Council	1281	965	1650	33%
East Gippsland Region Water Corporation	1072	1139	2774	-6%
Tweed Shire Council	874	879	852	-1%
Rockhampton Regional Council	735	717	755	3%
Port Macquarie-Hastings Council	610	440	400	39%
Bundaberg Regional Council	585	533	352	10%
Eurobodalla Shire Council	433	239	228	81%
Lower Murray Urban and Rural Water Corp	408	483	387	-16%
Clarence Valley Council	386	376	376	3%
Wingecarribee Shire Council	171	186	179	-8%
South Gippsland Region Water Corporation	122	111	108	10%
Queanbeyan-Palerang Regional Council	70	70	70	0%
Grampians Wimmera Mallee Water Corp	0	2569	2147	-100%
Wagga Wagga City Council	no data	4986	5008	n.a.

GROUP AVERAGE - MEDIUM	1573.3	1818.0	1904.3	-13.5%
GROUP AVERAGE - LARGE	2126.5	2327.2	2274.5	-8.6%
NATIONAL AVERAGE	3179	3100.8	2965.4	2.5%

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 2019-20 Shoalhaven again recorded the most affordable annual residential bill (water) at $354.55, noting that this modest increase reflects the 2% increase in average water consumed.

The result again 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	2019-2020	2018-2019	2017-2018	% Change
Shoalhaven City Council	$354.55	$335.17	$358.95	6%
Wannon Water	$379.84	$379.20	$373.21	0%
Clarence Valley Council	$407.20	$515.24	$506.09	-21%
Tamworth Regional Council	$497.01	$654.98	$721.13	-24%
Albury City Council	$506.01	$526.83	$510.22	-4%
Lower Murray Urban and Rural Water Corp	$521.17	$526.33	$502.93	-1%
South Gippsland Region Water Corp	$526.50	$533.23	$532.43	-1%
East Gippsland Region Water Corporation	$528.20	$525.94	$575.80	0%
Coffs Harbour City Council	$608.47	$604.77	$636.70	1%
Port Macquarie-Hastings Council	$641.53	$665.24	$700.80	-4%
Riverina Water County Council	$652.94	$668.94	$626.11	-2%
Dubbo Regional Council	$701.63	$957.57	$1,049.81	-27%
Mackay Regional Council	$713.09	$702.97	$676.85	1%
Tweed Shire Council	$729.38	$720.49	$701.73	1%
Bundaberg Regional Council	$729.39	$746.74	$720.97	-2%
Rockhampton Regional Council	$737.75	$711.12	$675.31	4%
Wingecarribee Shire Council	$737.87	$717.02	$557.99	3%
Queanbeyan-Palerang Regional Council	$752.22	$998.50	$917.20	-25%
Eurobodalla Shire Council	$771.25	$766.95	$768.08	1%
Fraser Coast Regional Council	$798.91	$806.37	$808.98	-1%
MidCoast Council	$823.19	$872.96	$763.69	-6%
Grampians Wimmera Mallee Water Corp	$870.12	$874.80	$898.66	-1%
Gladstone Regional Council	$1,486.00	$931.18	$755.10	60%

GROUP AVERAGE - MEDIUM	$672.79	$684.46	$666.90	-1.7%
GROUP AVERAGE - LARGE	$700.00	$707.00	$687.00	-1.0%
NATIONAL AVERAGE	$699.00	$706.00	$701.00	-1.0%

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 sixth lowest typical residential bill in the Medium group, being $222 less than the group average and $122 less than the national average.

Table 4 – P8 – Typical Residential Bill ($) – water & sewer

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
South Gippsland Region Water Corp	$1,001	$1,014	$1,013	-1.3%
Lower Murray Urban and Rural Water Corp	$1,010	$1,019	$997	-0.9%
Wannon Water	$1,110	$1,126	$1,130	-1.4%
East Gippsland Region Water Corporation	$1,188	$1,200	$1,256	-1.0%
Albury City Council	$1,219	$1,249	$1,245	-2.4%
Shoalhaven City Council	$1,231	$1,211	$1,213	1.7%
Tamworth Regional Council	$1,342	$1,488	$1,548	-9.8%
Grampians Wimmera Mallee Water Corp	$1,367	$1,378	$1,407	-0.8%
Rockhampton Regional Council	$1,375	$1,344	$1,307	2.3%
Queanbeyan-Palerang Regional Council	$1,442	$1,679	$1,594	-14.1%
Dubbo Regional Council	$1,477	$1,723	$1,808	-14.3%
Bundaberg Regional Council	$1,492	$1,501	$1,469	-0.6%
Mackay Regional Council	$1,522	$1,506	$1,477	1.1%
Port Macquarie-Hastings Council	$1,524	$1,536	$1,567	-0.8%
Coffs Harbour City Council	$1,530	$1,454	$1,467	5.2%
Clarence Valley Council	$1,549	$1,655	$1,648	-6.4%
Fraser Coast Regional Council	$1,559	$1,554	$1,612	0.3%
Tweed Shire Council	$1,597	$1,586	$1,546	0.7%
Wingecarribee Shire Council	$1,607	$1,572	$1,403	2.2%
Eurobodalla Shire Council	$1,741	$1,730	$1,726	0.6%
MidCoast Council	$1,842	$1,905	$1,813	-3.3%
Gladstone Regional Council	$2,236	$1,676	$1,512	33.4%

GROUP AVERAGE - MEDIUM	$1,453	$1,459	$1,444	-0.5%
GROUP AVERAGE - LARGE	$1,378	$1,389	$1,370	-0.8%
NATIONAL AVERAGE	$1,353	$1,360	$1,314	-0.5%

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 ($202 less than group average and $77 less than the National average). Table 6 makes a further comparison to utilities surrounding the Shoalhaven ($292 less than the average).

Strategy and Assets Committee – 13 April 2021

Page 0

Table 5 - P7 Annual bill based on 200kL/a (water & sewerage) ($)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Lower Murray Urban and Rural Water Corp	$786	$793	$794	-0.9%
Albury City Council	$1,134	$1,149	$1,163	-1.3%
South Gippsland Region Water Corp	$1,148	$1,160	$1,158	-1.0%
Rockhampton Regional Council	$1,191	$1,182	$1,180	0.8%
Wannon Water	$1,221	$1,253	$1,253	-2.6%
East Gippsland Region Water Corporation	$1,304	$1,317	$1,352	-1.0%
Grampians Wimmera Mallee Water Corp	$1,308	$1,326	$1,355	-1.4%
Shoalhaven City Council	$1,309	$1,303	$1,290	0.5%
Tamworth Regional Council	$1,435	$1,416	$1,407	1.3%
Bundaberg Regional Council	$1,448	$1,448	$1,453	0.0%
Dubbo Regional Council	$1,462	$1,443	$1,430	1.3%
Mackay Regional Council	$1,509	$1,499	$1,493	0.7%
Wingecarribee Shire Council	$1,559	$1,554	$1,374	0.3%
Gladstone Regional Council	$1,606	$1,596	$1,622	0.6%
Fraser Coast Regional Council	$1,616	$1,581	$1,679	2.2%
Tweed Shire Council	$1,667	$1,657	$1,617	0.6%
Coffs Harbour City Council	$1,679	$1,590	$1,552	5.6%
Port Macquarie-Hastings Council	$1,695	$1,654	$1,648	2.5%
Clarence Valley Council	$1,762	$1,758	$1,760	0.2%
Eurobodalla Shire Council	$2,030	$2,017	$2,008	0.6%
MidCoast Council	$2,043	$2,070	$2,010	-1.3%
Queanbeyan-Palerang Regional Council	$2,324	$1,843	$1,724	26.1%

GROUP AVERAGE - MEDIUM	$1,511	$1,482	$1,469	1.9%
GROUP AVERAGE - LARGE	$1,368	$1,369	$1,362	-0.1%
NATIONAL AVERAGE	$1,386	$1,384	$1,315	0.1%

Table 6 - P7 Annual bill based on 200kL/annum (water & sewerage) ($)

Performance Comparison – Utilities near Shoalhaven

Utility	2019-2020	2018-2019	2017-2018	% Change
Sydney Water Corporation	$1,147	$1,119	$1,129	2.5%
Shoalhaven City Council	$1,309	$1,303	$1,290	0.5%
Goulburn Mulwaree Council	$1,501	$1,512	$1,537	-0.7%
Wingecarribee Shire Council	$1,559	$1,554	$1,374	0.3%
Eurobodalla Shire Council	$2,030	$2,017	$2,008	0.6%
Bega Valley Shire Council	$2,058	$2,009	$1,992	2.4%

AVERAGE	$1,601	$1,586	$1,555	0.9%

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.

With the REMS project works largely completed, Shoalhaven’s capital expenditure on sewer infrastructure ($15,924,000) made up the bulk of the total as relating to REMS and Pressure Sewer System design and construction at Woollamia and St Andrews Way, Coolangatta.

Table 7 – F16 Total capital expenditure for water and sewerage ($000s)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Wannon Water	$28,437	$21,340	$19,347	33.3%
Mackay Regional Council	$24,849	$20,738	$12,605	19.8%
Shoalhaven City Council	$24,217	$40,906	$129,702	-40.8%
Tamworth Regional Council	$21,794	$7,924	$10,603	175.0%
South Gippsland Region Water Corp	$21,498	$16,986	$30,431	26.6%
Fraser Coast Regional Council	$21,050	$22,627	$20,054	-7.0%
East Gippsland Region Water Corporation	$17,195	$11,214	$8,608	53.3%
Bundaberg Regional Council	$17,112	$9,725	$27,748	76.0%
Wingecarribee Shire Council	$16,289	$16,776	$17,215	-2.9%
Grampians Wimmera Mallee Water Corp	$14,010	$19,863	$16,549	-29.5%
Eurobodalla Shire Council	$13,786	$15,377	$20,623	-10.3%
Gladstone Regional Council	$13,632	$15,491	$27,470	-12.0%
Queanbeyan-Palerang Regional Council	$13,145	$10,226	$12,436	28.5%
Tweed Shire Council	$12,248	$9,757	$8,557	25.5%
Rockhampton Regional Council	$10,827	$15,452	$17,538	-29.9%
Lower Murray Urban and Rural Water Corp	$9,583	$13,307	$12,953	-28.0%
Albury City Council	$7,619	$10,308	$5,527	-26.1%
Clarence Valley Council	$6,816	$8,065	$4,431	-15.5%
Coffs Harbour City Council	$6,183	$9,762	$7,235	-36.7%
MidCoast Council	$5,191	$11,155	$15,860	-53.5%
Port Macquarie-Hastings Council	$3,944	$31,645	$19,835	-87.5%

GROUP AVERAGE - MEDIUM	$14,735	$16,126	$21,206	-8.6%
GROUP AVERAGE - LARGE	$34,083	$32,575	$33,989	4.6%
NATIONAL AVERAGE	$67,868	$66,073	$56,971	2.7%

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 $982 per property, up $74 on the previous year ($908). This increase is largely attributed to the following:

1. COVID financial assistance and fire relief provided to ratepayers,

2. Depreciation expense

3. The bushfires, which resulted in increased maintenance and operational costs to each fund

Table 8 – F13 Combined Operating cost ($/property)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Rockhampton Regional Council	$665	$682	$668	-2.6%
Lower Murray Urban and Rural Water Corp	$715	$745	$777	-4.0%
Clarence Valley Council	$717	$807	$844	-11.2%
Grampians Wimmera Mallee Water Corp	$793	$977	$1,023	-18.8%
Fraser Coast Regional Council	$806	$914	$1,033	-11.8%
Bundaberg Regional Council	$830	$837	$846	-0.8%
East Gippsland Region Water Corporation	$847	$916	$950	-7.5%
Albury City Council	$848	$774	$712	9.6%
Coffs Harbour City Council	$891	$1,013	$1,033	-12.0%
Wannon Water	$958	$974	$996	-1.6%
Wingecarribee Shire Council	$962	$921	$919	4.4%
Dubbo Regional Council	$974	$1,007	$933	-3.3%
Shoalhaven City Council	$982	$908	$804	8.1%
Port Macquarie-Hastings Council	$1,009	$921	$990	9.6%
South Gippsland Region Water Corp	$1,014	$1,118	$907	-9.3%
MidCoast Council	$1,034	$1,225	$1,010	-15.6%
Tamworth Regional Council	$1,050	$1,037	$1,042	1.2%
Tweed Shire Council	$1,089	$1,047	$1,023	4.0%
Mackay Regional Council	$1,134	$1,191	$1,031	-4.7%
Eurobodalla Shire Council	$1,157	$1,096	$1,091	5.6%
Queanbeyan-Palerang Regional Council	$1,238	$1,264	$1,402	-2.0%
Gladstone Regional Council	$1,300	$1,290	$1,587	0.8%

GROUP AVERAGE - MEDIUM	$955	$985	$983	-3.0%
GROUP AVERAGE - LARGE	$948	$917	$901	3.4%
NATIONAL AVERAGE	$1,027	$963	$944	6.6%

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 (153 minutes) has historically been higher than others given that we also have the third largest mains network in our group, however the results vary year to year depending on the nature, location, or environmental conditions of a particular incident. In 2019-20 there were 5 unplanned outages which affected more than 100 customers, of which these averaged 2 hours in duration. In response to this statistic, Shoalhaven Water has embarked on a significant water main replacement program focussing on those with a history of repeated breaks.

Table 9 – C15 Average duration of unplanned outages (minutes)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Mackay Regional Council	19.6	19.1	63.6	2.6%
Gladstone Regional Council	50	69.8	23.2	-28.4%
Rockhampton Regional Council	55.3	32.6	34.4	69.6%
Fraser Coast Regional Council	56.6	104.8	230.3	-46.0%
Lower Murray Urban and Rural Water Corp	66.6	62	59	7.4%
Bundaberg Regional Council	84	58	77	44.8%
Tamworth Regional Council	86	420	0	-79.5%
Port Macquarie-Hastings Council	90	90	30	0.0%
South Gippsland Region Water Corp	90	121	101	-25.6%
Albury City Council	95	254	266	-62.6%
Grampians Wimmera Mallee Water Corp	102.9	115.1	103.4	-10.6%
Dubbo Regional Council	123	142	129	-13.4%
Riverina Water County Council	125	233	242	-46.4%
Eurobodalla Shire Council	135	178	237	-24.2%
Tweed Shire Council	139	159	141	-12.6%
Shoalhaven City Council	153	94	147	62.8%
Wannon Water	158	90.3	79.3	75.0%
East Gippsland Region Water Corporation	169	72	76	134.7%
Coffs Harbour City Council	177	207	120	-14.5%
Wingecarribee Shire Council	245	341	270	-28.2%

GROUP AVERAGE - MEDIUM	111.0	143.1	121.5	-22.5%
GROUP AVERAGE - LARGE	100.0	97.0	95.0	3.1%
NATIONAL AVERAGE	128.1	132.4	126.5	-3.2%

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 2019-20 the percentage of calls answered Nationally was 79.1% and the average in the medium group was 84.9%. Shoalhaven continued its strong performance with 98% making this the thirteenth year at or above our group average.

Strategy and Assets Committee – Tuesday 13 April 2021

Page 0

Table 10 - C14 – Percentage of calls answered by an operator within 30 seconds.

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
East Gippsland Region Water Corporation	99	99	99	0.0%
South Gippsland Region Water Corp	98.38	98.57	98.75	-0.2%
Wannon Water	98.15	98.6	98.8	-0.5%
Shoalhaven City Council	98	98	98	0.0%
Mackay Regional Council	97	97	97	0.0%
Dubbo Regional Council	93	69	No data	34.8%
Grampians Wimmera Mallee Water Corp	92.93	90.9	91.4	2.2%
Lower Murray Urban and Rural Water Corp	89	94	95	-5.3%
Bundaberg Regional Council	82	96	95	-14.6%
Gladstone Regional Council	78.3	79.7	100	-1.8%
Port Macquarie-Hastings Council	78	75	96	4.0%
Coffs Harbour City Council	73	76	99	-3.9%
Tweed Shire Council	72	69	50	4.3%
Eurobodalla Shire Council	65	66	65	-1.5%
Albury City Council	60	60	50	0.0%
Rockhampton Regional Council	No data	75.9	80	n.a.
Wingecarribee Shire Council	No data	99	97	n.a.

GROUP AVERAGE - MEDIUM	84.9	84.8	88.1	0.1%
GROUP AVERAGE - LARGE	76.4	78	85.6	-2.1%
NATIONAL AVERAGE	79.1	78.9	81.7	0.3%

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.

At an average of 1 complaint per 1,000 properties, the result remains a very positive outcome in comparison to the group and National figures.

Table 11 – C13 – Total complaints water and sewerage

Performance Comparison Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Gladstone Regional Council	0	0	0.3	0.0%
Coffs Harbour City Council	0.1	0.2	0.1	-50.0%
Lower Murray Urban and Rural Water Corp	0.1	3.2	1.7	-96.9%
Shoalhaven City Council	1	0.9	2	11.1%
Tweed Shire Council	1	1	1	0.0%
Albury City Council	2	1.2	2	66.7%
MidCoast Council	2	3.4	3	-41.2%
Wannon Water	3.4	4	6	-15.0%
East Gippsland Region Water Corporation	3.6	3.6	3.7	0.0%
South Gippsland Region Water Corp	4.1	5.7	8.9	-28.1%
Grampians Wimmera Mallee Water Corp	8.7	0.4	8.3	2075.0%
Port Macquarie-Hastings Council	12	28.5	6	-57.9%
Fraser Coast Regional Council	14.4	10.1	15.1	42.6%
Dubbo Regional Council	21	15.2	17	38.2%
Eurobodalla Shire Council	22	11.9	4	84.9%
Bundaberg Regional Council	28.2	52.6	59.7	-46.4%
Rockhampton Regional Council	48.4	46	39.9	5.2%
Tamworth Regional Council	51	68.8	48	-25.9%
Mackay Regional Council	70.8	60.9	93.4	16.3%
Queanbeyan-Palerang Regional Council	76	88.4	55	-14.0%
Wingecarribee Shire Council	110	119	81	-7.6%
Clarence Valley Council	115	42.7	19	169.3%

GROUP AVERAGE - MEDIUM	25.8	21.6	1.0	19.5%
GROUP AVERAGE - LARGE	7.9	9.1	9.3	-13.2%
NATIONAL AVERAGE	16.1	21.2	14.6	-24.1%

ASSETS

Water Mains - A8 - Water main breaks (number per 100 km of water main)

The Shoalhaven network of water mains is extensive at 1,586km and is ranked third longest in the Medium group. The result for this indicator is based on a calculation which includes the number of customers affected in each instance, divided by length of total water mains.

Similar to the results for C15 – Average duration of unplanned outages, the increased results for 2019-20 result are attributed to a small number of outages which affected more than 100 customers. The most frequent cause of these mains breaks this year was pressure breaks of large size mains (i.e. >200mm), an increase of 166% on the previous year.

A targeted 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	2019-2020	2018-2019	2017-2018	% Change
Albury City Council	3.5	4.5	3.9	-22.2%
Tamworth Regional Council	3.7	10.1	6.8	-63.4%
Wannon Water	5.1	5.2	8.3	-1.9%
Dubbo Regional Council	5.4	7.8	9.7	-30.8%
Mackay Regional Council	7.2	7.3	6.6	-1.4%
Fraser Coast Regional Council	7.9	7	3.6	12.9%
Port Macquarie-Hastings Council	7.9	5.7	4.2	38.6%
Wingecarribee Shire Council	8.3	14.6	8.1	-43.2%
Tweed Shire Council	9.3	9.5	7.5	-2.1%
Rockhampton Regional Council	10.8	11.2	12.3	-3.6%
Coffs Harbour City Council	11	8.2	9.7	34.1%
Shoalhaven City Council	11.2	6.1	6.5	83.6%
MidCoast Council	13.7	8.3	8.9	65.1%
East Gippsland Region Water Corporation	15.4	15.9	17.1	-3.1%
Riverina Water County Council	16.7	6	8.1	178.3%
Eurobodalla Shire Council	17.2	28.1	9.1	-38.8%
Queanbeyan-Palerang Regional Council	21.4	15.8	6.5	35.4%
Bundaberg Regional Council	22	4.6	3.9	378.3%
South Gippsland Region Water Corp	24	32.7	34.3	-26.6%
Lower Murray Urban and Rural Water Corp	26.4	33.4	26.2	-21.0%
Grampians Wimmera Mallee Water Corp	45.2	57.1	58.5	-20.8%
Gladstone Regional Council	63.7	98.5	10.8	-35.3%
Clarence Valley Council	86.1	9.4	5.9	816.0%

GROUP AVERAGE - MEDIUM	19.3	17.7	12.0	8.9%
GROUP AVERAGE - LARGE	14.9	15.6	17.0	-4.5%
NATIONAL AVERAGE	17.1	17.3	15.9	-1.2%

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 connections 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.

There was a shift in 2018-19 as to how breaks and chokes are attributed (mains versus customer connection) as the location of the issue. As a result, there was a redistribution into which category these breaks and chokes are reported, from 2018 onwards. Results over the last two years are consistent and show strong performance against both our peer utilities as well as nationally.

Table 13 – A14 Sewer Main breaks and chokes (number per 100km)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Tweed Shire Council	0	0	0	0.0%
Shoalhaven City Council	3	3	11	0.0%
Mackay Regional Council	3.1	3.5	2.2	-11.4%
Port Macquarie-Hastings Council	6	9	14	-33.3%
Wingecarribee Shire Council	8	45	26	-82.2%
East Gippsland Region Water Corporation	8.1	6.9	7.6	17.4%
Gladstone Regional Council	8.4	7.9	5.6	6.3%
Wannon Water	9.2	12.1	12.5	-24.0%
Fraser Coast Regional Council	9.4	7.9	7.1	19.0%
Tamworth Regional Council	12	7	8	71.4%
South Gippsland Region Water Corp	13.3	36.6	13.4	-63.7%
Lower Murray Urban and Rural Water Corp	16	19	16	-15.8%
Rockhampton Regional Council	18.3	21.7	17	-15.7%
Bundaberg Regional Council	20.3	13.1	11.5	55.0%
MidCoast Council	27	24	22	12.5%
Eurobodalla Shire Council	29	37	33	-21.6%
Grampians Wimmera Mallee Water Corp	43.2	43	42.1	0.5%
Albury City Council	52	44	9	18.2%
Queanbeyan-Palerang Regional Council	55	101	59	-45.5%
Dubbo Regional Council	63	40	38	57.5%
Clarence Valley Council	66	64	36	3.1%
Coffs Harbour City Council	88	82	84	7.3%

GROUP AVERAGE - MEDIUM	25.4	28.5	21.6	-11.1%
GROUP AVERAGE - LARGE	16.5	14.8	16.2	11.5%
NATIONAL AVERAGE	26.0	25.8	24.4	0.8%

Table 14 – A15 Property connection breaks and chokes (number per 1,000 properties)

Performance Comparison – Medium Utility Group

Utility	2019-2020	2018-2019	2017-2018	% Change
Port Macquarie-Hastings Council	0.2	0.2	1	0.0%
Tweed Shire Council	0.4	0.3	0.8	33.3%
Mackay Regional Council	1.2	0.6	2.2	100.0%
East Gippsland Region Water Corporation	1.3	1.6	1.8	-18.8%
Fraser Coast Regional Council	1.5	2.3	2.8	-34.8%
Gladstone Regional Council	1.5	1	0.6	50.0%
Wannon Water	2	3	3	-33.3%
Albury City Council	2.7	4.1	4.5	-34.1%
Tamworth Regional Council	2.9	5.4	10.2	-46.3%
Coffs Harbour City Council	3	2	0.5	50.0%
Shoalhaven City Council	3.1	3.5	0	-11.4%
Clarence Valley Council	4.2	5.7	20.4	-26.3%
Eurobodalla Shire Council	4.2	4.3	5.8	-2.3%
South Gippsland Region Water Corp	5.1	10.1	3.7	-49.5%
Bundaberg Regional Council	7.6	13.2	8.7	-42.4%
Wagga Wagga City Council	8.5	7.8	5	9.0%
Dubbo Regional Council	8.6	7	6.9	22.9%
Lower Murray Urban and Rural Water Corp	9	8	7	12.5%
Rockhampton Regional Council	12.8	11.6	9.7	10.3%
Wingecarribee Shire Council	16.7	8.4	16.9	98.8%
Grampians Wimmera Mallee Water Corp	33.1	34.9	35.1	-5.2%

GROUP AVERAGE - MEDIUM	6.17	6.43	6.98	-4.0%
GROUP AVERAGE - LARGE	3.23	3.08	3.09	4.7%
NATIONAL AVERAGE	7.2	6.9	6.8	4.3%

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:

Since 2018-19, Shoalhaven Water have worked closely with Department of Planning, Industry & Environment (DPIE) to review 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 and again in 2019-20 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 have continued 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. It is anticipated that the calculation methodology of this indicator will be updated for the 2020-21 reporting year.

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	2019-2020	2018-2019	2017-2018	% Change
Mackay Regional Council	0.1	0.1	n.a.	0.0%
Bundaberg Regional Council	37	39.5	n.a.	-6.3%
Clarence Valley Council	169	181	252	-6.6%
Queanbeyan-Palerang Regional Council	184	169	200.3	8.9%
East Gippsland Region Water Corporation	340.9	367.7	351.3	-7.3%
Albury City Council	367	383	418	-4.2%
Tamworth Regional Council	391	376	469	4.0%
Tweed Shire Council	413	420	730	-1.7%
MidCoast Council	416	453	425.6	-8.2%
South Gippsland Region Water Corp	423.5	445.8	454	-5.0%
Coffs Harbour City Council	428	386	459	10.9%
Dubbo Regional Council	468	563	505	-16.9%
Grampians Wimmera Mallee Water Corp	473.3	566.2	476.7	-16.4%
Eurobodalla Shire Council	495	500	530	-1.0%
Port Macquarie-Hastings Council	527	482	304	9.3%
Rockhampton Regional Council	562.1	445.3	475.3	26.2%
Lower Murray Urban and Rural Water Corp	577.8	623.6	643.2	-7.3%
Wannon Water	611.3	704.1	695.6	-13.2%
Wingecarribee Shire Council	733	416	442.1	76.2%
Shoalhaven City Council	739	754	479.4	-2.0%

GROUP AVERAGE - MEDIUM	417.8	413.8	461.7	0.97%
GROUP AVERAGE - LARGE	463.1	459	417.6	0.89%
NATIONAL AVERAGE	396.1	401.5	406.1	-1.34%

Community Engagement

A copy of the full 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 have been 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 can be found at the Shoalhaven Water website.

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.

Strategy and Assets Committee – Tuesday 13 April 2021

Page 0

SA21.71 Evaluation of New Water Recycling Projects - Cost-Benefit Framework

HPERM Ref: D21/114445

Department: Water Operations & Maintenance

Approver: Robert Horner, Executive Manager Shoalhaven Water

Attachments: 1. Recycled Water Project Assessment Methodology ⇩

Reason for Report

This report is provided in response to the following Council Notice of Motion MIN20.420 in which consideration of a reclaimed water supply to the Vincentia Golf Club was requested as well as a framework for evaluating similar new projects.

That:

1. Shoalhaven Water work with Vincentia Golf Club to secure the installation of R.E.M.S irrigation water when:

a. A current allocation is surrendered or when:

b. New allocations become available as a result of the expansion of the scheme due to U.R.A’s coming on line.

c. If water allocations cease to be used by a licensee for an extended period, or are infrequently used, Council give consideration to the reallocation of some or all of the water allocation.

2. Council receive a report on the process that can facilitate such an allocation, including cost benefit analysis.

Recommendation (Item to be determined under delegated authority)

That

1. Council adopt the Recycled Water Project Assessment Methodology for new water recycling projects as outlined in this report and in the attachment to this report.

2. The adopted assessment methodology be incorporated into Council’s Reclaimed Water Policy.

3. Based on consultation, low feasibility and high costs, no further assessments regarding supply of reclaimed water to the Vincentia Golf Club be undertaken at this time.

Options

1. As recommended.

Implications: The evaluation methodology will be used to assist in developing future, cost-effective water recycling projects.

2. Council could request further information on the evaluation of water recycling schemes, including the Vincentia Golf Club

Implications: Further advice from staff could be provided.

Background

Council supplies reclaimed water to approximately 33 properties in the Shoalhaven including dairy farms, sporting grounds and golf courses. Most of these properties (25) are supplied through the REMS which is a highly planned scheme. Several other recycling schemes have been developed opportunistically with the irrigation properties providing most of the infrastructure required to access reclaimed water from Council’s wastewater treatment works.

In line with Council’s Reclaimed Water Policy (POL 19/62), any new water recycling project/proposal is assessed in terms of:

· Availability of reclaimed water within the scheme

· Council costs of providing suitable reclaimed water supply.

· The extent of the benefits that could arise from reclaimed water irrigation.

· The suitability of the site for reclaimed water irrigation including any significant environmental or public health constraints (per government guidelines).

New water recycling schemes may require NSW Government Approval under Section 60 of the Local Government Act 1993 – if there is not already an existing Approval in place for the wastewater treatment plant in question.

It should be noted that for the REMS, there is an historical waiting list of properties wishing to connect to the scheme.

Community Engagement

In response to Part 1 of Council’s Notice of Motion (MIN20.420), Shoalhaven Water undertook consultation with the St Georges Basin Country Club in October 2020. The aim of that consultation was to establish the current and future reclaimed water use requirements. The Vincentia Golf Club Superintendent advised that the existing supply of captured stormwater was adequate to irrigate the existing nine-hole golf course, even under drought conditions such as experienced in 2019/20.

The St Georges Basin Country Club’s CEO advised that there were no plans at this stage to expand or upgrade the Vincentia Golf Club which might then require an increase in irrigation demand.

Framework for Evaluating Cost-Benefits of New Schemes

Council’s Reclaimed Water Policy (POL19/62) states, for new water recycling projects, the need for ‘Assessing all proposed schemes and initiatives consistent with long term economic, social and environmental sustainability criteria.’

Regarding these aspects:

· Environmental sustainability includes assessment of impacts (and benefits) on surface waters, groundwater and soils. These assessments would normally be done via a Review of Environmental Factors appropriate to the size/scale of the activity.

· Social sustainability includes aspects such as improved recreation amenity (such as turf quality at sporting grounds & golf courses), conservation of potable water supplies and reductions in environmental discharge of treated effluent (widespread Shoalhaven community preference).

· Economic sustainability includes the construction and operating costs of water recycling schemes as well of the financial and employment benefits that result from increased production/utilisation of irrigated lands (whether public or private).

An evaluation framework has been developed by Shoalhaven Water to quantify and compare costs and benefits of water recycling projects (refer attached Assessment Methodology). The Vincentia Golf Club will be used as an example of how this framework can be utilised for new projects.

The costs of developing water recycling projects can vary based on complexity, size and associated new infrastructure required. To provide a common basis for comparison, a cost-effectiveness analysis has been used. This allows comparison across a range of project circumstances. In this instance, Costs are only those incurred by Council in providing infrastructure to facilitate the water recycling projects such as pipelines and any additional treatment/sterilisation equipment required to comply with NSW/Australian Water Recycling Guidelines. Costs are expressed as annualised capital costs (total costs spread over 20 years) per megalitre of water recycled ($/ML). A range of existing projects were assessed using this methodology as shown in the table below. The annualised council capital costs (in 2019-20 dollars) ranged from $228 to $3,950 per ML (refer attached Assessment Methodology).

Quantifying the benefits of a water recycling project is more problematic as many of the benefits (such as improved social amenity, enhanced environmental protection) do not have an easily defined ‘market value’. A qualitative scoring system is therefore proposed to rank project benefits in terms of a range of outcomes including:

· Enhanced environment protection

· Business sustainability

· Amenity of public access spaces

· Potable water conservation

Each benefit category is rated from 1 to 3 with a maximum point score of 12 across all four categories. As shown in Table 1 and the attached Appendix 1, the benefit scores from various water recycling projects ranged from 4 to 12.

Table 1. Water Recycling Project Cost-Effectiveness and Benefit Scores

Water Recycling Project	Council Capital Cost/ML - Annualised**	Qualitative Benefits Score (out of possible 12)
REMS Stage 1A	$300	12
Shoalhaven Heads GC	$228	7
St G Basin GC	$525	5
Sussex Inlet GC	$917	6
Sussex - Thomson St*	$950	5
White Sands Park*	$3,950	6
Huskisson Soccer*	$1,088	6
Ulladulla Sports Ground*	$413	4

* Council sites

** Capital costs spread evenly over 20 years (2019/20 $s)

In the case of the Vincentia Golf Club, there would be significant capital costs to establish supply from the REMS network. Reclaimed water would need to be sourced from the Vincentia wastewater treatment plant to ensure adequate levels of sterilisation to meet current water recycling guidelines. This connection could require up to 3,000 metres of new pipeline with construction costs of approximately $750,000 based on current contract prices. Based on advice from the Club, the utilisation at the nine-hole golf course is expected to be relatively modest, around 20ML per year. Using the criteria in Appendix 1, the benefit score was assessed at 4 with modest benefits to environment protection, business sustainability and public amenity.

Comparisons are made in Table 2 between the estimated cost-effectiveness and benefits from a possible new reclaimed water supply to the Vincentia Golf Club with the averages from three existing golf course recycling schemes. Table 2 shows the estimated cost-effectiveness of supplying the Vincentia Golf Club is substantially higher, and the benefit score lower, than for other golf course schemes previously developed in the Shoalhaven.

Table 2. Comparisons of Shoalhaven Golf Course Water Recycling Schemes

Water Recycling Project	Current Council Capital Cost/ML - Annualised	Qualitative Benefits Score (out of 12)
Vincentia Golf Club pipeline*	$1,875	4
Average of other Shoalhaven golf courses supplied with reclaimed water	$557	6

* Assumes 100% Council contribution to upstream project costs.

Financial Implications

Future water recycling projects can be assessed using the methodology outlined in this report. This will help determine which projects will provide value for money in terms of any Council expenditures.

As a guide, projects involving commercial businesses (such as farms or golf courses) should have a cost-effectiveness of $700/ML or lower and a benefit score of 6 or greater.

For sporting grounds, with higher public usage and amenity values, the cost-effectiveness threshold should be $1,200/ML or less and a benefit score of 5 or greater.

Projects above these $/ML benchmarks would need to have significant public interest benefits.

The use of private funds or grant monies towards future water recycling projects could reduce Council expenditures and improve overall cost-effectiveness of the project from a community standpoint.

Licensor	The Wardens o the Anglican Parish of Ulladulla (Church) ABN: 99 407 643 753
Licensor’s address	PO Box 475 ULLADULLA NSW 2539
Parish	Anglican parish of Ulladulla
Church	Church of St Peter & St Paul Milton
Licensee	Shoalhaven City Council ABN: 59 855 182 344
Licensee’s address	The CEO PO Box 42 NOWRA NSW 2541
Term	Commencing Date: 16 March 2021 Termination Date: 14 February 2026
Property	Lot 11 DP 1225771 known as St Peter and St Pauls Anglian Church Milton (formally referred to as Lot 1 DP 780778)
Premises	As set out on the plan of licenced area in black hatching, for the avoidance of doubt excluding the toilets on the church hall.
Dyas and hours of use	There are no restriction except as provided in Clause 22 Special Conditions.
Licence Fee	$3,000 plus GST (three thousand dollars plus GST)
Permitted Use	Car parking - public
Public Liability	$10 million
Special Conditions

Tenderer	Location
BT Equipment (Metso)	Sydney NSW
CEA Equipment Pty Ltd (Komptech)	Sydney NSW
GCM Enviro Pty Ltd (Tana)	Sydney NSW
Finlay Pty Ltd (Terex)	Burpengary Qld

Tenderer	Location
North Shore Paving Co Pty Ltd	Lindfield NSW
Downer EDI Works Pty Ltd	Rosehill NSW

Tenderer	Location
BY Group Pty Ltd	Sydney (tender also notes an office in Sanctuary Point)
Frontier Assembly Pty Ltd	Wishart, Queensland

	Infrastructure Request	Preferred Location	Consistency with Policy
1	New Seat and Plaque	Berry Township	Yes
2	Replacement Seat and Plaque	Berry Village Pool – Berry Showground, Berry	Yes
3	Plaque only	Moona Moona Creek Reserve, Huskisson	Yes
4	Plaque only	Collingwood Beach Reserve, Vincentia	Yes
5	New Seat and Plaque or Picnic Table and Plaque	Matron Porter Drive / Narrawallee Inlet Reserve, Narrawallee	Yes
6	Plaque only	Bendalong Boat Ramp, Bendalong	Yes
7	New Seat and Plaque	Paradise Beach Reserve, Sanctuary Point (sanctuary Point public Reserve)	Yes
8	New Seat and Plaque	Booree Street Car Park, Ulladulla	Yes
9	New Seat and Plaque	Elliott Reserve, Currarong	Yes

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

Water Utility	Number Connected Properties
Shoalhaven City Council	49,800
Mackay Regional Council (Qld)	46,100
Wannon Water (Vic)	43,600
Mid-Coast Council (NSW)	39,400
Fraser Coast Regional Council (Qld)	38,700
Lower Murray Water Corp. (Vic)	34,300