Strategy and Assets Committee
Meeting Date: Tuesday,
18 May, 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 - 13 April 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
SA21.73...... Notice of Motion - Creating a Dementia Friendly
Shoalhaven.................... 23
SA21.74...... Notice of Motion - Reconstruction and Sealing
Hames Rd Parma.............. 25
SA21.75...... Notice of Motion - Cost of Refurbishment of the
Mayoral Office................. 26
SA21.76...... Notice of Motion - Madeira Vine Infestation
Transport For NSW Land Berry 27
SA21.77...... Notice of Motion - Possible RAAF World War 2
Memorial.......................... 28
7. Reports
CEO
SA21.78...... Application for Community Consultative Body
Council Accreditation - Burrill Lake Community Association................................................................................ 31
City Performance
SA21.79...... Recruitment of Employees Update.............................................................. 37
SA21.80...... Status Report - Naming Berrara Reserve - Rob
Bourke Reserve............... 40
SA21.81...... DPOP 2020-21 - Quarterly Performance and Budget
Report (January-March) 42
SA21.82...... Policy - Liquidity Contingency Plan.............................................................. 51
City Futures
SA21.83...... Report Back - Jervis Bay National Park - Council
Property Transfers........ 60
SA21.84...... Proposed Sale of Land - Moss Vale Road South
Urban Release Area...... 67
SA21.85...... Proposed Lease - Council as Lessee - Unit 1, 51
Graham Street, Nowra.. 68
SA21.86...... Tenders - Flinders Industrial Estate - Stage 10
Subdivision........................ 78
SA21.87...... Public Spaces Legacy Program - Acceptance of
Grant for Ulladulla Harbour Boardwalk & Harbourside Project................................................................ 80
City Services
SA21.88...... Callala Beach Drainage Maintenance &
Construction................................. 83
SA21.89...... North Mollymook Beach - Car Parking & Pedestrian
Access / Safety........ 92
SA21.90...... Mollymook Outriggers Club - Storage Site Location.................................... 97
SA21.91...... Proposed Road Closure & Sale - Broughton Vale
Road Broughton Vale. 108
SA21.92...... Community Fire Unit (CFU) - Bendalong / Manyana /
Cunjurong Point / Berringer Lake - RFS - Report Request - Future Vacant
Bendalong Station............ 111
SA21.93...... Tenders - Basin Walk - Stage 2................................................................. 113
SA21.94...... Tenders - Management & Operation of Holiday
Haven White Sands....... 115
SA21.95...... Tenders - Management & Operation of Holiday
Haven Lake Tabourie.... 117
SA21.96...... Tenders - Management and Operation of Holiday
Haven Currarong........ 119
SA21.97...... 12 Month Update of Electric Vehicle Trial.................................................. 121
SA21.98...... Response - Question on Notice - Road Renewals
& Building Maintenance 129
SA21.99...... Bereavement Services - Crown Land Plan of
Management - Progress to Public Exhibition.................................................................................................... 135
City Development
SA21.100.... Protecting Our Towns from Bushfire - Report on
Federal and State Inquiry Findings.................................................................................................................... 139
SA21.101.... TfNSW Acquisition by Agreement Part Lot 415 DP
1210528 Gardenia Crescent Bomaderry (Princes Highway Bomaderry)................................................. 150
City Lifestyles
SA21.102.... Heating Options - Greenwell Point Village Pool........................................ 155
SA21.103.... Tender - Construction of Amenities Building - Milton
Showground........... 161
SA21.104.... Acceptance of Grant Funding - Regional Cultural
Fund Digitisation Round 163
SA21.105.... Acceptance of Bushfire Community Recovery and
Resilience Fund - Stream 2 Grants and 12 Month Extension of Community Recovery
Officer Funding........... 166
SA21.106.... Thurgate Oval - Proposed Dog Park - Status Update............................... 170
Shoalhaven Water
SA21.107.... Shoalhaven Water - Debt Write Off -
Telecommunications Rent.............. 175
SA21.108.... Sale of Surplus Council Land at Terara..................................................... 176
SA21.109.... Acquisition of Easement for Sewerage Purposes -
14&16 Daley Crescent North Nowra.......................................................................................................... 179
8. Confidential
Reports
Reports
CSA21.9...... Proposed Sale of Land - Moss Vale Road South
Urban Release Area
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.
CSA21.10.... Tenders – Flinders Industrial Estate –
Stage 10 Subdivision
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.
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.
CSA21.11.... Tenders - Basin Walk Stage 2
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.
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.
CSA21.12.... Tenders – Management & Operation of
Holiday Haven White Sands
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.
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.
CSA21.13.... Tenders – Management & Operation of
Holiday Haven Lake Tabourie
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.
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.
CSA21.14.... Tenders – Management and Operation of
Holiday Haven Currarong
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.
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.
CSA21.15.... Tender - Construction of Amenities Building -
Milton Showground
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.
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.
CSA21.16.... Shoalhaven Water - Debt Write Off - Telecommunications
Rent
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 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.
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Strategy and
Assets Committee – Tuesday 18 May 2021
Page
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Strategy and Assets
Committee
Delegation:
Pursuant to s377(1) of the Local Government Act 1993 (LG Act) the Committee is delegated
the functions conferred on Council by the
LG Act any other Act or delegated to Council, as are
specified in the Schedule, subject to the following limitations:
i. The
Committee cannot exercise any function delegated to the Council which by the
terms of that delegation cannot be sub-delegated;
ii. The
Committee cannot exercise any function which s377(1) of the LG Act provides
cannot be delegated by Council;
iii. The
Committee cannot exercise a function which is expressly required by the LG Act
or any other Act to be exercised by resolution of the Council; and
iv. The
Committee cannot exercise any function which is a function of the General
Manager under s335 of the LG Act.
SCHEDULE
a. Make recommendations to
Council and consider, formulate, review and adopt policies in relation to
Council’s corporate & community planning under Part 2 of Chapter 13
of the LG Act, asset management and in connection with the other functions
listed in this Schedule and in particular to make recommendations to Council in
respect of the content of Council’s community strategic plan, delivery
program, operational plan, and resourcing strategy within the meaning of Part 2
of Chapter 13 of the LG Act;
b. Make recommendations to
Council and consider, formulate, review and adopt Council policies, plans and
strategies other than those in respect of town planning and environmental matters,
and any other matter referred to the Committee by the Chief Executive Officer;
c. Make recommendations in
respect of the introduction of new fees or charges or the alteration of
existing fees and charges for inclusion in the Council’s next operational
plan within the meaning of s405 of the LG Act;
d. Monitor, review and
consider matters relating to the operations and strategic direction of Council’s
Holiday Haven Tourist Parks Group;
e. All
functions in respect of the management of, and facilities provided on Crown
Land in respect of which Council is the ‘Crown Land Manager’ under
Division 3.4 of the Crown Lands Management Act 2016 and the making of
recommendations to Council regarding such matters where the function is not
dealt with under the delegations to the Chief Executive Officer or cannot be
delegated by Council;
f. Provision of
corporate direction to Shoalhaven Water in respect of powers delegated to it by
Council regarding the construction, alteration or maintenance of water and
sewerage works, effluent works and pump out removal;
g. Authorise the
expenditure of funds raised under s64 of the LG Act within the limits outlined
in, and in accordance with Council’s adopted Development Servicing Plan
and other relevant adopted Council policies;
h. Make recommendations to
Council in respect of fees and charges for water and wastewater services
provided by Council;
i. Develop,
implement, review and adopt strategic policies for water, sewerage and effluent
operations of Council;
j. Undertake
preliminary investigations (feasibility, cost benefit, risk analysis, etc.)
into development opportunities for Council’s strategic land holdings and
make recommendations to Council;
k. Review and make
recommendations to Council in relation to:
i. The
sale prices of land in connection with residential and industrial Council
subdivisions;
ii. The sale
of Council property or the purchase or resumption of land;
iii. The
compensation to be offered in respect of land resumed by Council; and
iv. Properties
leased/rented by Council, or properties leased/rented from Council other than
those delegated to the Chief Executive Officer for approval and execution in
accordance with MIN14.912 and MIN15.237 of the Council.
Note: MIN14.912 delegates authority to the Chief
Executive Officer to approve and execute leases and licences that are for a
maximum term of 5 years; and are in accordance with current policies and
relevant legislation; and have an annual rental of $5,000 or less; and have not
been objected to as a result of the public exhibition process (Community Land).
In addition, MIN14.912 delegates authority to the Chief
Executive Officer to approve and execute telecommunications licences where the
agreement relates to an existing telecommunication site.
Note: MIN15.237 delegates authority to the Chief
Executive Officer to approve and finalise all lease negotiations in relation to
the properties now managed by Integrity Real Estate … and to sign any
documents necessary to give effect to this resolution.
l. To determine and
accept all tenders with a value of $1 Million or more with the following
exceptions (MIN17.334):
i. Those tenders
required by law to be determined by full Council (MIN17.334),
ii. Those tenders
where the recommendation is to not accept any tender (which will be reported
directly to Ordinary) (GD19.164).
Minutes of the Strategy and Assets Committee
Meeting Date: Tuesday,
13 April 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 John Levett
Clr Mitchell Pakes
Clr Greg Watson
Clr Mark Kitchener
Clr Bob Proudfoot
Mr Stephen Dunshea -
Chief Executive Officer
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Apologies / Leave of
Absence
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An
apology was received from Clr Alldrick and Clr Guile.
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Confirmation of the
Minutes
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RESOLVED (Clr Pakes / Clr
Gartner) MIN21.186
That the Minutes of the Strategy
and Assets Committee held on Tuesday 09 March 2021 be confirmed.
CARRIED
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Clr Proudfoot
– “SA21.54 - Report Back -
Representations - Shoalhaven Hospital Car Parking” – less
than significant non pecuniary interest declaration – will remain in the
room and will take part in discussion and vote – “his daughter is a
nurse at the hospital and there could be a perception of some form of
favourable benefit towards his daughter”.
Clr Proudfoot – “SA21.71 - Evaluation of New Water Recycling Projects - Cost-Benefit
Framework – pecuniary interest declaration – will leave the
room and will not take part in discussion or vote –
“he is the president of the St Georges Basin Country Club who owns
the Vincentia Golf Club which may benefit greatly from access to the REMS
Scheme”.
Mr Stephen Dunshea - CEO – “SA21.68 - Feasibility Report - Provision of Sewer to Tomerong Village
” – significant non pecuniary interest declaration – will
leave the room and will not take part in discussion or vote – “he is a home owner and resident
of Tomerong”.
Clr Findley
– “SA21.48 - Question on Notice - The
River Road, Currowan.” – less than significant non pecuniary
interest declaration – will remain in the room and will take part in discussion
and vote – “they are only
Questions on Notice about a road of which she has a share in a property”.
Mayoral Minutes
Nil
Deputations and Presentations
SA21.46
– Notice of Motion – Proposed Road Closure and Subdivision –
Part North Cres, Culburra Beach
Mr
David Riordan addressed the meeting to speak in favour of the recommendation.
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Procedural Motion - Bring Item Forward
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RESOLVED (Clr Pakes / Clr White) MIN21.187
That the matter of item SA21.46 -
Notice of Motion - Proposed Road Closure and Subdivision – Part North
Cres, Culburra Beach be brought forward for consideration.
CARRIED
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SA21.46 Notice of Motion -
Proposed Road Closure and Subdivision – Part North Cres, Culburra Beach
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HPERM Ref: D21/132820
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Recommendation (Item to be determined under
delegated authority)
That:
1. Council
halts all works on the Council owned green space which has been identified as
surplus Council land on the northern side of North Crescent between the Lake
Circuit and Marina Lane.
2. The
CEO bring back to the earliest appropriate meeting a report which covers the
following issues:
a. Proposed
plans for the “Green Space” including capital works, land
clearing, subdivisions, extent of the original community consultation and the
associated time frames.
b. An
environmental impact statement and cost benefit analysis for the planned
project.
c. Suggestions
for possible alternative uses of this land including the recategorisation of
it as Community Land and the creation of a nature reserve.
d. A
Consultation Plan which might include CCBs, tourism bodies and the wider
Culburra community.
e. How
far the project has progressed and the options to reconsider it.
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RESOLVED (Clr Levett / Clr Pakes)
MIN21.188
That Council halts all works on
the Council owned green space which has been identified as surplus Council
land on the northern side of North Crescent between the Lake Circuit and
Marina Lane, until the CEO brings back to the earliest appropriate meeting a
report which covers the following issues:
1. Proposed
plans for the “Green Space” including capital works, land
clearing, subdivisions, extent of the original community consultation and the
associated time frames.
2. An
environmental impact statement and cost benefit analysis for the planned
project.
3. Suggestions
for possible alternative uses of this land including the recategorisation of
it as Community Land and the creation of a nature reserve.
4. A
Consultation Plan that includes CCBs, tourism bodies and the wider Culburra
community.
5. How
far the project has progressed and the options to reconsider it.
For: Clr
Wells, Clr Findley, Clr Gash, Clr White, Clr Gartner, Clr Digiglio, Clr Levett,
Clr Pakes, Clr Watson, Clr Proudfoot and Stephen Dunshea
Against: Clr Kitchener
CARRIED
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Notices of Motion / Questions
on Notice
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SA21.44 Notice of Motion -
Amendment to the NSW Electoral Laws
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HPERM Ref: D21/121974
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Recommendation (Item to be determined under
delegated authority)
That Council make representations
to the Hon. Shelley Hancock MP, Minister for Local Government requesting Mrs
Hancock to extend the prohibition in respect of individuals elected to Local
Government from holding two (2) elected positions by including the
Commonwealth Parliament of Australia in the prohibitions in the Legislation.
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RESOLVED (Clr Watson / Clr Pakes) MIN21.189
That Council make representations
to the Hon. Shelley Hancock MP, Minister for Local Government requesting Mrs
Hancock to extend the prohibition in respect of individuals elected to Local
Government from holding two (2) elected positions by including the
Commonwealth Parliament of Australia in the prohibitions in the Legislation.
For: Clr
Wells, Clr White, Clr Pakes, Clr Watson, Clr Kitchener and Clr Proudfoot
Against: Clr Findley,
Clr Gash, Clr Gartner, Clr Digiglio, Clr Levett and Stephen Dunshea
CARRIEd
on the casting vote of the chair
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SA21.45 Notice of Motion -
Thompson St Sporting Complex - Supply of Front Deck Mower
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HPERM Ref: D21/122842
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Recommendation
That:
1. Council
supply a front deck mower, type to be determined by Director City Services,
for the use of the Thompson Sporting Complex Committee in maintaining the
grounds.
2. The
funds for the acquisition to be sourced from the Plant Replacement Reserve or
other source, as determined by the CEO.
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RECOMMENDATION
(Clr Watson / Clr White)
That:
1. Council
supply a front deck mower, type to be determined by Director City Services,
for the use of the Thompson Sporting Complex Committee in maintaining the
grounds.
2. The
funds for the acquisition to be sourced from the Plant Replacement Reserve or
other source, as determined by the CEO.
CARRIED
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SA21.46 Notice of Motion - Proposed Road Closure and Subdivision
– Part North Cres, Culburra Beach
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HPERM Ref: D21/132820
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Item
dealt with earlier in the meeting see MIN21.188.
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SA21.47 Notice of Motion -
Improved Parking Signage - Croobyar Rd, Milton
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HPERM Ref: D21/132942
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Recommendation (Item to be determined under
delegated authority)
That Council
1. Improve
the signage for legal parking requirements on Croobyar Rd along the border of
Milton Showground by:
a. Increasing
the size and frequency of signage.
b. Ensure
signage is affixed to immoveable structures Further, that Council write to
Milton Promotions Committee advising how those with fines can appeal them due
to inadequate signage.
2. Write
to Milton Promotions Committee advising how those with fines can appeal them
due to inadequate signage.
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RESOLVED (Clr Gartner / Clr
Findley) MIN21.190
That Council:
1. Improve
the signage for legal parking requirements on Croobyar Rd along the border of
Milton Showground by:
a. Increasing
the size and frequency of signage.
b. Ensure
signage is affixed to immoveable structures Further, that Council write to
Milton Promotions Committee advising how those with fines can appeal them due
to inadequate signage.
2. Write
to Milton Promotions Committee advising how those with fines can appeal them
due to inadequate signage.
CARRIED
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SA21.48 Question on Notice - The
River Road, Currowan
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HPERM Ref: D21/126803
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Clr Findley – less than significant non pecuniary
interest declaration – “they
are only Questions on Notice about a road of which she has a share in a
property”. - remained in the room and took part in discussion and
voted.
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Question
The River Road is a Council
road which is used on a regular basis by residents living in the Shallow
Crossing / Brooman / Mogood area. Tourists also visit Shallow Crossing and
surrounds so there is always a bit of traffic on this road especially during
holiday time.
1. Is SCC aware of
the current extent of use of The River Rd Currowan by logging trucks?
2. Is SCC aware of
the number of near misses between road users and logging trucks in recent
months?
3. Does SCC
consider the mix of residents, tourists and logging trucks advisable?
4. Has SCC
increased its maintenance schedule for The River Rd in the face of increased
use by logging trucks?
Response
A report addressing the
questions will submitted to a future Strategy & Assets Committee meeting.
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Reports
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SA21.49 Draft Delivery Program
Operational Plan and Budget 2021-2022 - Public Exhibition
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HPERM Ref: D21/80866
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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.
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Clr Watson attempted to move an amendment to the Motion.
The Chairperson ruled that in accordance with Section 10.10 of the Code of
Meeting Practice the proposal was not an amendment as it was a negative to
the motion and would be considered as a foreshadowed motion.
Clr Watson raised a Point of
Order – under Section 15.11 of the Code of Conduct - against Clr
Findley - that she is casting dispersions on other Councillors. The
Chairperson ruled against the Point of Order.
Clr Pakes raised a Point of Order
– under Section 15.11d of the Code of Conduct - against Clr Findley
– the Mayor has made insults and made personal reflections or improper
motives on Councillors. The Chairperson ruled against the Point of
Order.
Clr Proudfoot raised a Point of
Order – against Clr Findley – she assumed which way he would
vote. Clr Findley apologised. The Chairperson did not rule on the Point of
Order.
Clr Proudfoot raised a Point of
Order – against Clr Findley - regarding her using the collective
word “you” throughout the debate. Clr Findley apologised. The
Chairperson did not rule on the Point of Order.
Clr Findley raised a Point of
Order – against Clr Watson - regarding his comments about her outburst
and imputing on her personal credibility. The Chairperson ruled in favour of
the Point of Order and ask both Councillors to apologise regarding the tone
of the debate. The Chairperson asked Clr Watson to withdraw his comments. Clr
Watson withdrew his comments.
Clr Digiglio raised a Point of
Order – under Section 15.33 of the Code of Conduct - against Clr Watson
– by incriminating her name. The Chairperson ruled in favour of the
Point of Order and asked Clr Watson to withdraw his comments. Clr Watson
withdrew his comments.
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RESOLVED (Clr Findley / Clr
Digiglio) MIN21.191
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.
For: Clr
Findley, Clr Gash, Clr Gartner, Clr Digiglio, Clr Levett, Clr Proudfoot and
Stephen Dunshea
Against: Clr Wells, Clr
White, Clr Pakes, Clr Watson and Clr Kitchener
CARRIED
Note:
A rescission motion was received on this item.
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SA21.50 Policy - Petitions to
Council
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HPERM Ref: D21/39061
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Recommendation (Item to be determined under
delegated authority)
That Council
1. Rescind
MIN11.667.
2. Adopt
the attached Draft Policy - Petitions to Council, POL20/48.
3. Amend
the Code of Meeting Practice, POL19/27 at Clause 19.19 to read “ The
exact wording of petitions tabled at meetings of the Council shall be
recorded in the minutes of that meeting. Petitions will be managed in
accordance with the Council’s Policy for Petitions.”
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RESOLVED (Clr Wells / Clr Pakes) MIN21.192
That
Council:
1. Rescind
MIN11.667.
2. Adopt
the attached Draft Policy - Petitions to Council, POL20/48.
3. Amend
the Code of Meeting Practice, POL19/27 at Clause 19.19 to read “ The
exact wording of petitions tabled at meetings of the Council shall be
recorded in the minutes of that meeting. Petitions will be managed in
accordance with the Council’s Policy for Petitions.”
CARRIED
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SA21.51 Council Meeting Dates -
Proposed Amendments
|
HPERM Ref: D21/98510
|
|
Recommendation (Item to be determined under
delegated authority)
That Council reschedule the
following meetings:
1. Development
& Environment Committee: from Tuesday 4 May 2021 to Tuesday 11 May 2021
commencing at 5.00pm
2. Strategy
& Assets Committee: from Tuesday 11 May 2021 to Tuesday 18 May 2021
commencing at 5.00pm
3. Ordinary
Meeting of Council: from Tuesday 22 June 2021 to Tuesday 29 June 2021
commencing at 5.00pm.
|
|
RESOLVED (Clr Pakes / Clr
Gartner) MIN21.193
That Council
reschedule the following meetings:
1. Development
& Environment Committee: from Tuesday 4 May 2021 to Tuesday 11 May 2021
commencing at 5.00pm
2. Strategy
& Assets Committee: from Tuesday 11 May 2021 to Tuesday 18 May 2021
commencing at 5.00pm
3. Ordinary
Meeting of Council: from Tuesday 22 June 2021 to Tuesday 29 June 2021
commencing at 5.00pm.
CARRIED
|
|
SA21.52 Re-establishment of
Alcohol Free Zones - Nowra East, Shoalhaven Heads, Culburra Beach/Orient
Point, Mollymook
|
HPERM Ref: D21/118179
|
|
Recommendation (Item to be determined under
delegated authority)
That:
1. Council
proceed with the re-establishment process of the Alcohol Free Zones for a
period of four (4) years in the areas of Nowra East, Shoalhaven Heads,
Culburra Beach, Orient Point/Crookhaven and Mollymook including consultation
with licensees in the surrounding areas;
2. Should
no objections be received to the re-establishment of these zones, authority
be given to staff to proceed with the declaration of the proposed areas as an
Alcohol Free Zone, without further reference to Council.
|
|
RESOLVED (Clr Pakes / Clr White) MIN21.194
That:
1. Council
proceed with the re-establishment process of the Alcohol Free Zones (AFZ) for
a period of four (4) years in the areas of Nowra East, Shoalhaven Heads,
Culburra Beach, Orient Point/Crookhaven and Mollymook including consultation
with licensees in the surrounding areas;
2. Should
no objections be received to the re-establishment of these zones, authority
be given to staff to proceed with the declaration of the proposed areas as an
AFZ, without further reference to Council.
3. Council
undertake an audit of the AFZ signage in these areas of the Shoalhaven.
CARRIED
|
|
SA21.53 2020/2021 Council
Borrowings - Loan Agreement - Holiday Haven
|
HPERM Ref: D21/128852
|
|
Recommendation
That Council:
1. Enter
into a loan agreement with Commonwealth Bank of Australia for the amount of
$3,590,000 with a term of 10 years @ 1.94% to cover Holiday Haven’s
borrowing requirements that were included in the 2020/21 Operational Plan.
2. Execute
the following documents:
a. Letter
of offer.
b. Authorised
officer’s certificate.
c. Drawdown
notice.
|
|
RECOMMENDATION
(Clr Wells / Clr Proudfoot)
That Council:
1. Enter
into a loan agreement with Commonwealth Bank of Australia for the amount of
$3,590,000 with a term of 10 years @ 1.94% to cover Holiday Haven’s
borrowing requirements that were included in the 2020/21 Operational Plan.
2. Execute
the following documents:
a. Letter
of offer.
b. Authorised
officer’s certificate.
c. Drawdown
notice.
CARRIED
|
|
SA21.54 Report Back -
Representations - Shoalhaven Hospital Car Parking
|
HPERM Ref: D21/84426
|
|
Clr Proudfoot – less than significant non
pecuniary interest declaration – “his daughter is a nurse at the
hospital and there could be a perception of some form of favourable benefit
towards his daughter” – remained in the room and took part in
discussion and voted.
|
|
Recommendation (Item to be determined under
delegated authority)
That Council receive the report
on the outcome of representations regarding car parking associated with the
Shoalhaven Hospital for information.
|
|
RESOLVED (Clr Proudfoot / Clr
Gartner) MIN21.195
That Council:
1. Receive
the report on the outcome of representations regarding car parking associated
with the Shoalhaven Hospital for information;
2. In
conjunction with the Nurses Union, make further representations to the State
Government advocating for an extension of free parking for staff for a set
timeframe (eg. two (2) years) owing to overbearing construction and parking
inhibitions in the township of Nowra.
CARRIED
|
|
SA21.55 Nowra-Bomaderry Bypass -
Chronology
|
HPERM Ref: D21/119809
|
|
Recommendation (Item to be determined under
delegated authority)
That the report on the
Nowra-Bomaderry Bypass – Chronology be received for information.
|
|
RESOLVED (Clr Gartner / Clr Gash)
MIN21.196
That
the report on the Nowra-Bomaderry Bypass – Chronology be received for
information.
CARRIED
|
|
SA21.56 Shoalhaven, the Economic
Future
|
HPERM Ref: D21/114006
|
|
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.
|
|
RESOLVED (Clr White / Clr
Proudfoot) MIN21.197
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.
4. Investigate
the initiative introduced by Sunshine Coast Council to acquire, manage and
offset biodiversity assets in the 1990s as a strategy to enable City offsets
to be used to enable development to occur for the 200,000 additional
residents/workers that were planned to come to the Sunshine Coast. A report
be prepared and come back to Council within three months.
5. Organise
a Deputation with The Member for South Coast the Hon Shelley Hancock MP and
The Hon Matt Kean MP, Minister for Environment to discuss issues pertaining
to the Shoalhaven and State with the biodiversity offset scheme for zoned
employment lands.
6. Councillors
receive a Briefing from the Economic Development Manager to allow for
questions in relation to this report.
For: Clr
Wells, Clr Gash, Clr White, Clr Gartner, Clr Pakes, Clr Watson, Clr
Kitchener, Clr Proudfoot and Stephen Dunshea
Against: Clr Findley,
Clr Digiglio and Clr Levett
CARRIED
|
|
Procedural Motion - Adjournment of Meeting
|
|
RESOLVED (Clr Wells / Clr
Gartner) MIN21.198
That the meeting be adjourned to
allow for refreshments.
CARRIED
|
The meeting adjourned the
time being 7.37pm.
The meeting reconvened
the time being 8.02pm.
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 John Levett
Clr Mitchell Pakes
Clr Greg Watson
Clr Mark Kitchener
Clr Bob Proudfoot
Mr Stephen Dunshea -
Chief Executive Officer – arrived 8.03pm
|
SA21.57 Land Acquisition Matters
- Cambewarra Locality
|
HPERM Ref: D21/75969
|
|
Recommendation (Item to be determined under
delegated authority)
That Council, in accordance with
Section 10(2)(c) of the Local Government Act 1993, consider a separate
confidential report in relation to property acquisition matters associated
with Cambewarra locality.
|
|
RESOLVED (Clr Gash / Clr Wells) MIN21.199
That Council, in accordance with
Section 10(2)(c) of the Local Government Act 1993, consider a separate
confidential report in relation to property acquisition matters associated
with Cambewarra locality.
CARRIED
|
|
SA21.58 Proposed Licence -
Council as Lessee from Wardens of the Anglican Parish of Ulladulla
|
HPERM Ref: D21/77497
|
|
Recommendation
That Council:
1. Enter
into a Licence agreement with Wardens of the Anglican Parish of Ulladulla for
the carpark area of the Church grounds from 16 March 2021 to 14 February 2026
for an annual rent amount of $3,000 + GST per annum;
2. Authorise
the rent to be paid from Finance Project 101771 Southern Local Roads;
3. Authorise
the Common Seal of the Council of the City of Shoalhaven to be affixed to any
document required 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 Gartner)
That Council:
1. Enter
into a Licence agreement with Wardens of the Anglican Parish of Ulladulla for
the carpark area of the Church grounds from 16 March 2021 to 14 February 2026
for an annual rent amount of $3,000 + GST per annum;
2. Authorise
the rent to be paid from Finance Project 101771 Southern Local Roads;
3. Authorise
the Common Seal of the Council of the City of Shoalhaven to be affixed to any
document required to be sealed and delegate to the Chief Executive Officer
authority to sign any documentation necessary to give effect to this
resolution.
CARRIED
|
|
SA21.59 Appointment of Native
Title Manager and Notification to Minister for Planning, Industry &
Environment
|
HPERM Ref: D21/106791
|
|
Recommendation
That Council:
1. Appoint
Melissa Boundy – Senior Property Officer, Technical Services, City
Services, as Shoalhaven City Council’s Native Title Manager;
2. Reconfirm
appointment of the following relieving Native Title Managers in the absence
of the Senior Property Officer, Technical Services, City Services:
a. Property
Officer – Amanda Walker; and
b. Property
Officer – Michelle Deudney.
3. Advise
the Minister for Planning, Industry & Environment as required by Section
8.8 of the Crown land Management Act 2016.
|
|
RECOMMENDATION
(Clr Pakes / Clr Levett)
That
Council:
1. Appoint
Melissa Boundy – Senior Property Officer, Technical Services, City
Services, as Shoalhaven City Council’s Native Title Manager;
2. Reconfirm
appointment of the following relieving Native Title Managers in the absence
of the Senior Property Officer, Technical Services, City Services:
a. Property
Officer – Amanda Walker; and
b. Property
Officer – Michelle Deudney.
3. Advise
the Minister for Planning, Industry & Environment as required by Section
8.8 of the Crown land Management Act 2016.
CARRIED
|
|
SA21.60 Waste Services - Fees and
Charges - Requested Percentage Increase
|
HPERM Ref: D21/120419
|
|
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%
|
|
Motion (Clr Watson / Clr Pakes)
That
the matter of item SA21.60 - Waste Services - Fees and Charges - Requested
Percentage Increase be deferred to the Ordinary Meeting.
For: Clr
Wells, Clr White, Clr Pakes, Clr Watson and Clr Kitchener
Against: Clr
Findley, Clr Gash, Clr Gartner, Clr Digiglio, Clr Levett, Clr Proudfoot and
Stephen Dunshea
MOTION LOST
|
|
FORESHADOWED MOTION (RESOLVED)
(Clr Gartner / Clr Gash) MIN21.200
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%
For: Clr
Wells, Clr Findley, Clr Gash, Clr Gartner, Clr Digiglio, Clr Levett, Clr
Pakes, Clr Proudfoot and Stephen Dunshea
Against: Clr
White, Clr Watson and Clr Kitchener
CARRIED
|
Items
marked with an * were resolved ‘en block’.
|
SA21.61 Tenders - Supply Slow
Speed Shredder
|
HPERM Ref: D21/110628
|
|
RESOLVED* (Clr Findley / Clr
Gartner) MIN21.201
That Council consider a separate
confidential report in accordance with Section 10A(2)(d)(i) of the Local
Government Act 1993.
CARRIED
|
|
SA21.62 Tender - Hillcrest Avenue
South Nowra - Road Rehabilitation
|
HPERM Ref: D21/106808
|
|
RESOLVED* (Clr Findley / Clr
Gartner) MIN21.202
That Council consider a separate
confidential report in accordance with Section 10A(2)(d)(i) of the Local
Government Act 1993.
CARRIED
|
|
SA21.63 Tenders - Demolition
& Construction of an Accessible Boardwalk - Ray Brooks Reserve
|
HPERM Ref: D21/120979
|
|
RESOLVED* (Clr Findley / Clr
Gartner) MIN21.203
That Council consider a separate
confidential report in accordance with Section 10A(2)(d)(i) of the Local
Government Act 1993.
CARRIED
|
|
SA21.64 Shoalhaven Entertainment
Centre Progress Update
|
HPERM Ref: D21/130644
|
|
RESOLVED* (Clr Findley / Clr
Gartner) MIN21.204
That Council consider a separate
confidential report in accordance with Section 10A(2)(c) of the Local
Government Act 1993.
CARRIED
|
|
SA21.65 Nowra Showground -
Potential Grants and Project Update
|
HPERM Ref: D21/48332
|
|
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.
|
|
RESOLVED (Clr Gartner / Clr
White) MIN21.205
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.
CARRIED
|
|
SA21.66 Request for Plaques and
Memorials - Plaques and Memorials Policy
|
HPERM Ref: D21/93797
|
|
Recommendation (Item to be determined under
delegated authority)
That Council:
1. As
per the Plaques and Memorials Policy:
a. Approve
the request for a new seat and plaque at Princess Street Reserve, Berry.
b. Approve
the request for a replacement seat and plaque at Berry Showground within the
Swimming Pool grounds, Berry
c. Approve
the request for a plaque at Moona Moona Creek Reserve, Huskisson.
d. Approve
the request for a plaque at Collingwood Beach Reserve, Vincentia.
e. Approve
the request for a new seat and plaque at Matron Porter Drive / Narrawallee
Inlet Reserve, Narrawallee.
f. Approve
the request for a plaque at Bendalong Boat Ramp, Bendalong.
g. Approve
the request for a new seat and plaque at Paradise Beach Reserve, (Sanctuary
Point Public Reserve) Sanctuary Point.
h. Approve
the request for a new seat and plaque at Booree Street Car Park, Ulladulla.
i. Approve
the request for a new seat and plaque at Elliott Reserve, Currarong.
2. Advise
the applicants of Council’s determination of the requests.
|
|
RESOLVED (Clr Pakes / Clr White) MIN21.206
That
Council:
1. As
per the Plaques and Memorials Policy:
a. Approve
the request for a new seat and plaque at Princess Street Reserve, Berry.
b. Approve
the request for a replacement seat and plaque at Berry Showground within the
Swimming Pool grounds, Berry
c. Approve
the request for a plaque at Moona Moona Creek Reserve, Huskisson.
d. Approve
the request for a plaque at Collingwood Beach Reserve, Vincentia.
e. Approve
the request for a new seat and plaque at Matron Porter Drive / Narrawallee
Inlet Reserve, Narrawallee.
f. Approve
the request for a plaque at Bendalong Boat Ramp, Bendalong.
g. Approve
the request for a new seat and plaque at Paradise Beach Reserve, (Sanctuary
Point Public Reserve) Sanctuary Point.
h. Approve
the request for a new seat and plaque at Booree Street Car Park, Ulladulla.
i. Approve
the request for a new seat and plaque at Elliott Reserve, Currarong.
2. Advise
the applicants of Council’s determination of the requests.
CARRIED
|
|
SA21.67 Acceptance of Grant
Funding - Everyone Can Play 2020/21 - Variety Livvi's Place Playspace
Marriott Park
|
HPERM Ref: D21/99342
|
|
Recommendation (Item to be determined under
delegated authority)
That Council receive this report
for information on the successful funding application to Everyone Can Play
2020/21 for $300,000 towards the delivery of Variety Livvi’s Place
Playspace, Marriott Park.
|
|
RESOLVED (Clr Pakes / Clr
Findley) MIN21.207
That Council receive this report
for information on the successful funding application to Everyone Can Play
2020/21 for $300,000 towards the delivery of Variety Livvi’s Place
Playspace, Marriott Park.
CARRIED
|
|
SA21.68 Feasibility Report -
Provision of Sewer to Tomerong Village
|
HPERM Ref: D21/85066
|
|
Mr Stephen Dunshea - CEO –
significant non pecuniary interest declaration
“he is a home owner and resident of Tomerong” – left
the room and did not take part in discussion or vote.
|
|
Recommendation
That Council include $7.3 million
for the Tomerong Sewerage Scheme (as a pressure sewer scheme) in the Sewer
Capital Works Program, for completion in the 2028/29 financial year based on
the following:
1. Design
of the scheme to commence in 2026/27 and construction commence in 2027/28,
2. Noting
that the scheme is not currently funded, review the sewer availability charge
as part of the 2022/23 DPOP preparation to ensure the project is accommodated
in the Long Term Financial Plan,
3. Shoalhaven
Water to seek grant funding to assist with the financing of the scheme.
|
|
RECOMMENDATION
(Clr Watson / Clr White)
That Council include $7.3 million
for the Tomerong Sewerage Scheme (as a pressure sewer scheme) in the Sewer
Capital Works Program, for completion in the 2028/29 financial year based on
the following:
1. Design
of the scheme to commence in 2026/27 and construction commence in 2027/28,
2. Noting
that the scheme is not currently funded, review the sewer availability charge
as part of the 2022/23 DPOP preparation to ensure the project is accommodated
in the Long Term Financial Plan,
3. The
scheme also encompass any zoned land which has not been developed at this
stage.
4. Shoalhaven
Water to seek grant funding to assist with the financing of the scheme.
CARRIED
|
|
SA21.69 Shoalhaven Water
Reclamation Annual Report 2019-20
|
HPERM Ref: D21/102117
|
|
Note:
Stephen Dunshea – CEO returned to the meeting.
|
|
Recommendation (Item to be determined under
delegated authority)
That Council note the Shoalhaven
Water Reclamation Annual Report 2019/20, and endorse its distribution to key
stakeholders and make it available on Council’s website.
|
|
RESOLVED (Clr Pakes / Clr White) MIN21.208
That Council note the Shoalhaven
Water Reclamation Annual Report 2019/20, and endorse its distribution to key
stakeholders and make it available on Council’s website.
CARRIED
|
|
SA21.70 Australian Government
Bureau of Meteorology - National Performance Report 2019/20 Urban Water
Utilities
|
HPERM Ref: D21/107858
|
|
Recommendation (Item to be determined under
delegated authority)
That Council receive the
Australian Government Bureau of Meteorology National Performance Report
2019-20 for Urban Water Utilities for information be received for information
in accordance with the Committee’s delegated authority from Council.
|
|
RESOLVED (Clr Findley / Clr
Digiglio) MIN21.209
That Council receive the
Australian Government Bureau of Meteorology National Performance Report
2019-20 for Urban Water Utilities for information be received for information
in accordance with the Committee’s delegated authority from Council.
CARRIED
|
|
SA21.71 Evaluation of New Water
Recycling Projects - Cost-Benefit Framework
|
HPERM Ref: D21/114445
|
|
Clr Proudfoot – pecuniary
interest declaration – “he
is the president of the St Georges Basin Country Club who owns the Vincentia
Golf Club which may benefit greatly from access to the REMS Scheme”
– left the room and did not take part in discussion or vote.
|
|
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.
|
|
RESOLVED (Clr Gash / Clr Pakes) MIN21.210
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.
CARRIED
|
|
SA21.72 Payment of Dividend from
Shoalhaven Water 2019-20
|
HPERM Ref: D21/116211
|
|
Note:
Clr Proudfoot returned to the meeting.
|
|
Recommendation
That Council
1. Determines
substantial compliance with the Best Practice Management of Water Supply
and Sewerage Guidelines has been achieved and the dividend will be paid
from the Sewer Fund as declared in 2019-20.
2. Make
representation to DPIE (Water) for exemption under the Best Practice
Management Guidelines to pay a dividend from the Water Fund, and if
successful seek advice as to a methodology for calculation of such dividend.
|
|
RECOMMENDATION
(Clr Pakes / Clr White)
That Council:
1. Determines
substantial compliance with the Best Practice Management of Water Supply
and Sewerage Guidelines has been achieved and the dividend will be paid
from the Sewer Fund as declared in 2019-20.
2. Make
representation to DPIE (Water) for exemption under the Best Practice
Management Guidelines to pay a dividend from the Water Fund, and if
successful seek advice as to a methodology for calculation of such dividend.
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 Pakes / Clr White) MIN21.211
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.
CSA21.4 Land
Acquisition Matters - Cambewarra Locality
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)
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
Commercial information of a confidential nature that
would, if disclosed prejudice the commercial position of the person who
supplied it.10(A)(2)(d)(i)
There is a public interest
consideration against disclosure of information as disclosure of the
information could reasonably be expected to reveal commercial-in-confidence
provisions of a contract, diminish the competitive commercial value of any
information to any person and/or prejudice any person’s legitimate
business, commercial, professional or financial interests.
CSA21.6 Tenders
- Supply Slow Speed Shredder
Commercial information of a confidential nature that
would, if disclosed prejudice the commercial position of the person who
supplied it.10(A)(2)(d)(i)
There is a public interest
consideration against disclosure of information as disclosure of the
information could reasonably be expected to reveal commercial-in-confidence
provisions of a contract, diminish the competitive commercial value of any
information to any person and/or prejudice any person’s legitimate
business, commercial, professional or financial interests.
CSA21.7 Tenders
- Demolition & Construction of an Accessible Boardwalk - Ray Brooks
Reserve
Commercial information of a confidential nature that
would, if disclosed prejudice the commercial position of the person who
supplied it.10(A)(2)(d)(i)
There is a public interest
consideration against disclosure of information as disclosure of the
information could reasonably be expected to reveal commercial-in-confidence
provisions of a contract, diminish the competitive commercial value of any
information to any person and/or prejudice any person’s legitimate
business, commercial, professional, or financial interests.
CSA21.8 Shoalhaven
Entertainment Centre - Progress and Funding
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)
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.
CARRIED
|
The meeting moved into
confidential the time being 8.22pm.
The meeting moved into
open session, the time being 8.23pm.
Report from confidential session
The following resolutions
of the meeting, whilst closed to the public, were made public.
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CSA21.5 Tenders - Hillcrest Avenue
South Nowra - Road Rehabilitation
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HPERM Ref: D21/100094
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RESOLVED* MIN21.212C
That
1. Council
endorses the recommendation of the Tender Evaluation Team and accepts the
Tender from Downer EDI Works Pty Ltd for Hillcrest Avenue Pavement
Rehabilitation (CH0.36km to CH1.35km) at a total cost of $958,134.45
(excluding GST). Tender reference 66698E.
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 CEO (Director of City Services).
CARRIED
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CSA21.6 Tenders - Supply Slow Speed
Shredder
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HPERM Ref: D21/108856
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RESOLVED* MIN21.213C
That
1. Council
endorses the recommendation of the Tender Evaluation Team and accepts the
Tender from GCM Enviro Pty Ltd for Supply of one Tana Shark Slow Speed
Shredder at a total cost of $1,005,000 (excluding GST). Tender reference 65541E/1
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 CEO (Director City Services).
CARRIED
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CSA21.7 Tenders - Demolition &
Construction of an Accessible Boardwalk - Ray Brooks Reserve
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HPERM Ref: D21/120907
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RESOLVED* MIN21.214C
That Council
1. In
accordance with Section 178(1)(b) of the regulations declines to accept any
Tender for Tender 66485E Demolition & Construction of an Accessible
Boardwalk at Ray Brooks Reserve as tenders were higher than the available
budget. The lowest conforming tender exceeded the budget by $263,326.
2. That
the CEO (Director City Services) consider completing some or all the work
inhouse and negotiates with any or all Tenderers experienced in this type of
work, in accordance with Clause 178(3)(e), and report back to Council
accordingly.
CARRIED
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Procedural Motion - Matters of Urgency
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Motion (Clr Watson / Clr Gartner)
That an additional item regarding the apparent creation of
an easement on the Village Green at St Georges Basin be introduced as a
matter of urgency.
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The Chairperson ruled the matter as urgent as there has
been a number of emails from the community.
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SA21.73 Additional
Item – Report Request - Creation of Easement on the Village Green - St
Georges Basin (132 Island Point Road)
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RESOLVED (Clr Levett / Clr Findley) MIN21.215
That at the first available meeting the CEO (Shoalhaven
Water) provides a report on the situation of the location of the easement
(132 Island Point Road, St Georges Basin) and if it can be relocated to a
different location so it doesn’t interfere with the mature trees on the
Village Green at St Georges Basin.
CARRIED
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Note: A Rescission Motion was received in relation to
SA21.49 - Draft Delivery Program Operational Plan and
Budget 2021-2022 - Public Exhibition signed by Clr Pakes, Clr Watson
& Clr Kitchener.
There being no further
business, the meeting concluded, the time being 8.29pm.
Clr Wells
CHAIRPERSON
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SA21.73 Notice
of Motion - Creating a Dementia Friendly Shoalhaven
HPERM Ref: D21/127978
Submitted
by: Clr Nina Digiglio
This item was deferred from the
Ordinary Meeting 27 April 2021.
Purpose / Summary
The following Notice of Motion,
of which due notice has been given, is submitted for Council’s
consideration.
|
Recommendation
That
Shoalhaven City Council:
1. Implement the principles and
recommendations in the Alzheimer’s Support Australia –
Creating Dementia-Friendly Communities toolkit for Local Government to
make the Shoalhaven a “Dementia-Friendly Community” and enable
best practice outcomes for those in our city living with dementia.
2. Acknowledge the Ageing population of
the Shoalhaven deserve the values we uphold: Respect, Collaboration,
Adaptability and Integrity.
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Background
There are more than 353,800
Australians living with dementia and a further estimated 1.2 million people in
the care of a person with dementia. Dementia is the second leading cause of
death in Australia and there is no cure. The number of people with dementia
in this country is expected to be more than 400,000 in less than five years.
The majority of people with dementia live directly in the community. This means
that every council in Australia will come into contact with people who have
dementia, their families or carers, whether these individuals are paying rates,
having their rubbish collected, working in local business or using council
services.
Dementia is set to become the
third greatest source of health spending within two decades. There are many
benefits for councils that take the lead on effective, targeted strategies to
support all elements of the community in a sustainable way.
Proactive councils that review
and build on existing policies and services, maximise strategic partnerships
and work in collaboration with members of their community can help mitigate
pressure on their services, stimulate new or better service systems, and embed
universal design principles into longer term planning.
https://www.dementia.org.au/sites/default/files/NATIONAL/documents/Dementia-friendly-communities-toolkit-for-local-government.pdf
Councils will need to proactively
implement strategic priorities and plans specific to their region that will
shape how they respond to local needs. The sorts of initiatives that take
priority will inevitably reflect:
• The
needs or preferences identified by people living with dementia in a given
community.
• The
characteristics of the community itself (for instance, metropolitan; regional;
range of cultures reflected; age demographic).
• The
availability and nature of existing supports and services and the ways in which
these could be improved or expanded. National and international experience
shows us that successful dementia-friendly communities typically include some
of the following key elements:
• Consultation
with people with dementia as well as with the broader population of the local
community, service providers, businesses and council staff.
• Targeted
awareness training or education about dementia for council staff and/or the
local community.
• Establishment
of a local alliance of individuals willing to champion change.
https://www.dementia.org.au/sites/default/files/NATIONAL/documents/Dementia-friendly-communities-toolkit-for-local-government.
Note by the CEO
It is suggested that if Council
is of a mind to support the intent of the Notice of Motion, then it should
resolve to request a report that clearly outlines the recommendations contained
in the Alzheimer’s Support Australia – Creating
Dementia-Friendly Communities toolkit for Local Government and the
implications, including any costs, associated with implementing any or all of
those recommendations.
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SA21.74 Notice
of Motion - Reconstruction and Sealing Hames Rd Parma
HPERM Ref: D21/162653
Submitted
by: Clr Greg Watson
Purpose / Summary
The following Notice of Motion,
of which due notice has been given, is submitted for Council’s
consideration.
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Recommendation
(Item to be determined under delegated authority)
That:
1. Council give priority to the
reconstruction and sealing of Hames Rd Parma and include it in the 2022-23
roads programme, or should a funding source become available earlier consider
the road for a special allocation.
2. Additional funding sources could be
but are not restricted to special stimulus, or road grants, savings on
projects or the reallocation of funds from projects included in the 2021-22
Operational Plan which are unable to commence in the financial year.
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Background
The Hames Rd area was heavily
impacted by the recent bushfires and is that poor in places emergency services
are reluctant to use it. It is also my understanding the District Engineer has
made a number of unsuccessful funding bids for the Roads reconstruction.
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SA21.75 Notice
of Motion - Cost of Refurbishment of the Mayoral Office
HPERM Ref: D21/180251
Submitted
by: Clr Greg Watson
Purpose / Summary
The following Notice of Motion,
of which due notice has been given, is submitted for Council’s
consideration.
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Recommendation
(Item to be determined under delegated authority)
That the CEO provide a report on the following:
1. The cost of the refurbishment of the
Mayor’s Office including the furniture;
2. Where is the Sassafras Rosewood
Credenza, the Black Wood Desk and the Board Room Table;
3. The total cost of the project
including an estimate of the cost of Council Staff used in the refurbishment;
4. This matter be dealt with under
delegation.
|
Background
I note that cheap looking style
furniture has been installed in the Mayoral Office! If the original furniture
has been dumped it would be a disgrace because of the historical significance
as it was in good condition. The credenza was made from a rare local timber
called Sassafras Rosewood and the desk from Black Wood.
Note by the CEO
1. The aged non-ergonomic
furniture in the Mayoral Office was replaced in July 2017. The price of the new
ergonomic height adjustable desk, chairs, and meeting table, including delivery
was $10,576 (exc. GST).
2. The credenza remains in
use in the foyer outside the Mayoral Office. The board room table remains in
use in a staff meeting room. The desk had to be dismantled to be removed from
the office and it is understood that during the dismantling process parts of
the desk collapsed rendering the desk unusable and it was disposed of.
3. Staff costs associated
with removal are estimated at approximately $1,000 bringing the total project
costs to $11,576.
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SA21.76 Notice
of Motion - Madeira Vine Infestation Transport For NSW Land Berry
HPERM Ref: D21/184184
Submitted
by: Clr Greg Watson
Purpose / Summary
The following Notice of Motion,
of which due notice has been given, is submitted for Council’s
consideration.
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Recommendation
(Item to be determined under delegated authority)
That
Council make urgent representations to Transport for NSW in respect of an
infestation of Madeira Vine plants around their sediment control ponds on the
Northern side of Berry, requesting them to either undertake the control of
the weeds or fund the local land care group to undertake the maintenance of
the area for them.
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SA21.77 Notice
of Motion - Possible RAAF World War 2 Memorial
HPERM Ref: D21/184229
Submitted
by: Clr Greg Watson
Purpose / Summary
The following Notice of Motion,
of which due notice has been given, is submitted for Council’s
consideration.
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Recommendation
(Item to be determined under delegated authority)
That:
1. Council agree to facilitate the
formation of a Working Party to investigate the possible establishment of a
RAAF Memorial to commemorate the RAAF and American involvement in the
Shoalhaven during the Second World War.
2. The CEO be delegated the authority to
seek an interim Heritage Order on the former Torpedo Workshop and associated
bunker located at the Timber Mill, 50 BTU Road, Nowra Hill as a matter of
urgency and the current owner be advised of this decision.
3. The Working Party be Chaired by
Capt. Cris George RAN ret. and initially comprise one representative
nominated from the Nowra Historical Society and the CEO or delegate.
4. The Working Party be delegated the
power to co-opt other members.
5. The Working Party be authorised to
make recommendation to Council on the following:
a. The possible preservation critical
heritage infrastructure associated with the RAAF and to make recommendations
to Council in respect of the heritage listing in the LEP and the possible
immediate interim protection of items considered at risk i.e. the torpedo
workshop and magazine.
b. The possible establishment of a
suitable Memorial.
c. The application for grants to
establish a memorial.
d. The possible inclusion of some RN
and American recognition.
e. Any other matters that relate to the
subject proposal.
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Background
During the Second World War a
Squadron of Australian Built Beaufort Bombers were based at Albatross along
with other Australian built aircraft as well as the American Curtis P40s. The historical
record of these aircraft and the Air Force personnel who served in them deserve
recognition. The Bombers were located here to carry the Mark 13 torpedos; see
below.
The United States of America had shown a great interest in
the facilities at Nowra following their entry into the war and they had
contributed to the upgrading and final construction of the Nowra base in a Lend
Lease arrangement between the Australian and United States governments.
Following this, arrangements had been made for United States Army Air Corp
(U.S.A.A.C.) crews, and United States Navy (U.S.N.) personnel to train there.
After the Station was formed in May, it was divided into
two separate sections; Torpedo Workshops under the command of Lieutenant F.
Drake, United States Navy, and Torpedo Range Section under the command of Wing
Commander N. Walker R.A.F. Torpedo Workshops were responsible for preparing and
maintaining all the torpedoes while Torpedo Range Section was to be responsible
for all torpedo running and aircrew training.
Little consideration had been given to the use of torpedoes
by R.A.A.F. aircraft until Japan entered the war, Australia then had the
Beaufort, but no aerial torpedoes. After an Australian request for torpedoes
from Britain the British Air Staff warned Australia that "the introduction
of the torpedo would impose new supply, maintenance and training problems at a
time when there was a scarcity both of trained men and torpedoes in the
European and Mediterranean theatres. For these reasons Britain would not be
able to afford much aid in such development for some time to come".
While the British had not been prepared to supply the
R.A.A.F. with torpedoes at the time, the Americans could, and initially all
R.A.A.F. torpedo activities were to be conducted using American Mk 1 3
torpedoes. The American torpedo though was inferior in almost all respects to
the British torpedo, which was faster in the water, was stronger (and therefore
could be dropped from a greater height and speed), and was marginally lighter. The
British did however provide plans so that torpedoes could be built in Australia
and works commenced late in 1942, but it was to be almost two years before
Australian made torpedoes were available to the R.A.A.F.
The Torpedo workshop as it is today is still in very good
order, the sawmill equipment has been stripped out indicating something is
about to happen.
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SA21.78 Application
for Community Consultative Body Council Accreditation - Burrill Lake Community
Association
HPERM Ref: D21/112996
Department: Communication
& Community Engagement
Approver: Stephen
Dunshea, Chief Executive Officer
Attachments: 1. CCB
Guidelines (under separate cover) ⇨
2. Get
Involved Page - Burrill Lake Community Association - CCB Application Community
Consultation ⇩
3. Current Community
Consultative Bodies ⇩
Reason for Report
It was
previously resolved that Council support in principle the application from Burrill Lake Community Association to be recognised
as a Community Consultative Body (CCB) and that the proposal be advertised for
public comment and reported back to Council for determination.
This process
has been completed and Council is now required to determine whether Burrill Lake Community Association Inc are to be
recognised by Council as a CCB.
|
Recommendation (Item to be determined under delegated authority)
That
Council recognise Burrill Lake Community
Association as a Community Consultative Body
(CCB).
|
Options
1. Shoalhaven City Council decide to
support the application from Burrill Lake Community
Association (BLCA) to be recognised as a CCB (as above).
Implications: BLCA will be bound by the Guidelines
for the Conduct of Community Consultative Bodies Policy (POL12/296) to
represent the communities identified in a formal capacity for Council. Council
will continue to complete broader community consultation as well as formal
consultation with CCBs.
2. Shoalhaven City Council does not
support the application from BLCA to be recognised as a CCB.
Implications: Burrill Lake and Dolphin Point will
remain represented by the Ulladulla and Districts Community Forum CCB. Council
will continue to complete broader community consultation as well as formal
consultation with CCBs.
Background
At the Strategy and Assets
Committee meeting on 10 November 2020, it was resolved (MIN20.746):
That Council:
1. Support in principle
the application from Burrill Lake Community
Association to become a Council accredited CCB.
2. Advertise
the proposal for public comment.
3. Following
receipt of public comment, submit a report to Council for determination.
There is now the requirement to
submit a report to Council for determination, considering comments received.
The
geographic area BLCA has applied to represent includes Burrill Lake and Dolphin
Point. The Ulladulla and Districts Community Forum currently represent these
areas. The Ulladulla and Districts Community Forum contacted Council, prior to
the public comment consultation period, to state they support this application
and will modify the geographical area they currently represent to exclude
Burrill Lake and Dolphin Point.
BLCA have
stated in their application that it will comply with the current Community
Consultative Bodies – Guidelines for the Conduct of Community
Consultative Bodies Policy.
Community Engagement
The application and supporting
documentation for Community Consultative Body Council accreditation from BLCA
was advertised for public comment for a period of 28 days from 8 February to 7
March 2021.
In addition, a Get Involved
consultation web page was created which contained an online feedback form for
submissions.
No public comment submissions
were received.
Policy Implications
BLCA will be bound by the Guidelines for the Conduct of
Community Consultative Bodies Policy if they become recognised as a Council
accredited CCB.
There are currently 24 active
CCBs in the Shoalhaven. Ulladulla and Districts Community Forum CCB currently
represent the Burrill Lake and Dolphin Point areas. The Forum have stated they
support BLCA’s application. Council will write to the Forum and request
they amend their geographic area of representation.
Financial Implications
As per
Section 2.3 of the Community Consultative Bodies – Guidelines for the
Conduct of Community Consultative Bodies Policy (POL12/296), Council provides
financial assistance to help meet the administrative costs and/or hall hire
expenses.
The amount determined in
Council’s budget process is currently $500 and is paid each financial
year after the CCB provides a copy of their financial statement for the
previous 12 months.
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SA21.79 Recruitment
of Employees Update
HPERM Ref: D21/74629
Approver: Kevin
Voegt, Director - City Performance
Reason for Report
To provide an update on the
impact that the remuneration review, in particular the new salary table, has
had on the recruitment of employees at Council, in accordance with the
following resolution from Council’s Ordinary meeting of 24 November 2020:
“That Council staff prepare a report on how
effective the recruitment of employees in areas that had been experiencing a
significant shortage, has gone during in the past 12 months or so.”
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Recommendation (Item to be determined under delegated authority)
That
the Recruitment of Employees Update report be received for information.
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Background
The remuneration review in 2019
included the implementation of a new salary table in August 2019 as well as
other benefits including performance agreements and contemporary Manager
agreements, salary packaging through Novated Leases and discounted private health
insurance.
Measuring the impact on recruitment as a result of the
remuneration review is challenging for the following reasons:
· The
new salary table has been in place for just 18 months and for 12 months of that
time there has been a global pandemic and as expected, recruitment and
retention patterns have been impacted.
· A
new payroll system has been implemented over this time and consequently the
analysis of data and data history has been impacted.
· Demographics
and other environmental factors such as unemployment rates, demographics
(ageing workforce) and major projects impact significantly on turnover,
retention, & employment rates – these are factors that require
lengthy analysis to acquire significant data before any conclusions could be
drawn.
What can be shown is that the
average number of applicants per vacancy has increased from 21 to 24 since the
implementation of the new salary table in August 2019 as part of the wider
remuneration review – an observation is that this could indicate
increased attraction rates.
The total number of vacancies advertised did reduce from 215
in 2018/2019 to 195 in 2019/2020 – again, this could be a result of
better retention rates. Resignations have also reduced as follows:
· 01/07/2018
– 30/06/2019 – 113 resignations
· 01/07/2019
– 30/06/2020 – 70 resignations
Historically roles in Engineering, Development Planning and
Architecture were challenging to fill; remuneration being a key identified
factor in this challenge. Since the implementation of the new salary table,
recruitments in this area have attracted a higher level of interest. Examples
below:
|
Position
Description
|
Position Grade
|
Applications
received when recruited prior to Rem Review
|
Applications
received when recruited post Rem Review
|
|
Development Engineer
|
12
|
14
|
17
|
|
Engineering Officer
|
10
|
22
|
28
|
|
Development Planner
|
10
|
2
|
6
|
|
Project Engineer
|
12
|
28
|
78
|
This represents an average of a
106% increase in applications since the new salary table was implemented. These
positions are all situated within the grades which received significant increases
in the salary table.
In comparison to the 15 roles
that sit within the grades of the salary table where the increase was less
significant, the average increase in applicants has being 39%. However, the
average number of applicants was already substantially higher (i.e., 30
compared to 16).
Other roles that have been
historically difficult to recruit for, such as the Landscape Architect,
Architectural Design Officer and Transport Engineer, have not had to be
recruited since the remuneration review implementation and therefore no
analysis can be made. It is also acknowledged that the remuneration review is
not and was not intended to be a solution for all attraction and retention
opportunities.
Furthermore, there are a number
of employees who on the previous salary table had reached the ceiling of their
grade at step 5 (the highest step within their grade). The remuneration review
gave these employees a new opportunity for skills and performance-based salary
progression. We are unable to measure whether or not some of these staff would
have since moved on if it were not for the immediate increase in pay and
incentive for further step increases within the new table.
During the recent/current
workplace change we have seen Council staff successful in securing roles at
more senior levels. It is noted that with the increases to salary that there is
more financial incentive for staff to take on more senior roles.
The following senior roles have
recently been successfully filled with high calibre candidates: Manager
Building Services, Manager Environmental Services, Manager Business Support,
Manager Customer Experience, Manager Media & Communications, Water Business
Service Manager and Manager Technical Services.
While it is difficult to provide precise data in response to
the council resolution calling for this report, senior and management staff
comments on their recruitment experience since the implementation of the salary
table include the following:
· I
have experienced more applicants to recent rounds of recruitment.
· I
believe the remuneration review has had a positive effect on recruitment,
particularly at the management level. I cite examples of Water Capital
Portfolio Manager and Water Capital Program Manager who were previously
employed by private organisation, GHD. Both have made exceptional
progress in their fields and are great role models and mentors for other staff
members.
· We
have also been successful in recruiting a high-profile Water Business Services
Manager, which I attribute, at least in part, to the remuneration review.
· I
have noticed being able to fill vacancies more quickly with quality candidates
for vacancies such as Engineer, PA, Senior administration Officer, Electrical
Engineer and District Engineer. We have been successful in promoting internal
staff to more senior roles with the financial incentive to do so. For example,
Design Services Manager, Project Managers, Senior Engineer and Senior Property
Officer.”
· Cannot say that
we have noticed any change as a direct result of the renumeration review. I am
not sure that its out salary offer that is attracting people.
· We have however
had a positive change and outcome from our two most recent strategic planner
recruitments, some of the things that may have assisted in this regard include:
o The
broad banding of our strategic planner positions – can see the
opportunity to progress
o Flexibility
in terms of appointment – we were able to appoint an experienced planner
on a part time contract
o Remote
working/flexible working – this has been a real bonus. This provided
flexibility to appoint a good candidate who needed to work from Sydney for a
period of time. It has also not impacted on my teams output as staff have been
as productive, if not more
· I
still have trouble recruiting. I am at round 3.
Whilst the feedback in regard to the salary table is mixed,
based on the statistics and anecdotal evidence above, it is considered that the
remuneration strategy has been a success with regard to recruitment and
retention at Council.
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SA21.80 Status
Report - Naming Berrara Reserve - Rob Bourke Reserve
HPERM Ref: D21/81250
Department: Information
Services
Approver: Kevin
Voegt, Director - City Performance
Attachments: 1. Response
- Cudmirrah Berrara Swanhaven Progress Association - Naming Berrara Reserve ⇩
Reason for Report
Outcome of the investigation of the Naming of the Berrara
Reserve after the late Mr Rob Bourke. Preliminary consultation has been done
and the results of the consultation are presented for deliberation.
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Recommendation (Item to be determined under delegated authority)
That
Council does not proceed with the naming of Berrara Reserve after Mr Rob
Bourke for the reasons outlined in the report and advise the Bourke family of
Council’s decision.
|
Options
1. Council recommends GIS Unit proceed
with submission to the GNB.
2. Council does not recommend GIS Unit
proceed with submission to the GNB.
Background
This report refers to a Notice
of Motion to Name or Rename the Reserve or part thereof, off Silver Sands
Drive, Berrara after the late Mr Rob Bourke.
An email was sent to Mrs Joanne
Bourke to seek approval for Council to proceed with the possible naming of the
reserve. An email was also sent to the Cudmirrah
Berrara Swanhaven Progress Association seeking their support for the proposal.
A response was received from Mrs
Bourke on 28 January 2021 which indicated that permission was
granted from her and her family to proceed with the naming. Six (6) emails were
also received from members of the local community in support of the naming
proposal.
An email received from the Cudmirrah
Berrara Swanhaven Progress Association stating that they were not aware of any
community interaction that Mr Bourke had with the said reserve and associated
community activities and they do not support the naming of the reserve after Mr
Bourke.
It is therefore recommended that
the naming of the Berrara Reserve is not progressed in line with the lack of
support from the Cudmirrah Berrara Swanhaven Progress Association.
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SA21.81 DPOP
2020-21 - Quarterly Performance and Budget Report (January-March)
HPERM Ref: D21/161574
Department: Corporate
Performance & Reporting
Approver: Olena
Tulubinska, Chief Financial Officer
Attachments: 1. Delivery
Program Operational Plan - Quarterly Performance Report 2020/21 - January to
March (under separate cover) ⇨
2. Quarterly
Budget Review Report 31 March 2021 ⇩
3. Completed
NoMs (councillors information folder) ⇨
4. Uncompleted NoMs (councillors
information folder) ⇨
Reason for Report
This report outlines Quarter 3 performance (January to March
2021) against actions and targets set in Council’s 2020-21 Delivery
Program and Operational Plan. Also, in accordance with Regulation 203(1) of the
Local Government (General) Regulation (2005), the responsible accounting
officer must prepare and submit to Council a budget review statement after the
end of each quarter.
|
Recommendation
(Item to be determined under delegated authority)
That
Council:
1. Receive the March Quarterly
Performance Report on the 2017-2022 Delivery
Program and 2020-2021 Operational Plan and
publish on Council’s website.
2. Receive the March Quarterly Budget
Review Report.
3. Adopt the budget adjustments as
outlined in the March Quarterly Budget Review document.
|
Options
1. Adopt the
recommendation
Implications: Nil
2. Adopt an
alternate recommendation
Implications: Staff will need to rework the
quarterly performance report or quarterly budget review in accordance with the
alternative resolution.
Background
Section 404 of the Local
Government Act 1993 requires the General Manager (Chief Executive Officer) to
provide progress reports to the Council with respect to the principal
activities detailed in the Delivery Program (Operational Plan) at least every 6
months. Furthermore, all Councils must continue to consider a Quarterly
Budget Review report.
Clause 203 of the Local
Government (General) Regulation 2005 requires the Responsible Accounting
Officer (Chief Financial Officer) to prepare and submit to the Council a Quarterly
Budget Review Statement that shows, by reference to the estimates of income and
expenditure set out in the Operational Plan, a revised estimate of the income
and expenditure for the full financial year.
The Responsible Accounting
Officer is also required to report as to whether or not they believe the
financial position of the Council is satisfactory, having regard to the
original estimate of income and expenditure.
The March 2021 Quarterly Budget
Report includes an analysis of the year to date result and the reasons for any
major variances from the adopted budget. The report also provides budgetary
details for each fund and group – along with commentary on progress
against the budget. Any proposed changes to the budget are included in the
attached March Quarterly Budget Report.
Summary of DPOP Performance
The following performance has been measured on 31 March 2021
across each of the key themes outlined in the Community Strategic Plan -
Shoalhaven 2027.
|
Theme
|
Progress snapshot
|
|
Resilient, safe, and
inclusive communities
|
95% actions on track or
completed
|
|
Sustainable, liveable
environments
|
81% actions on track or
completed
|
|
Prosperous communities
|
84% actions on track or
completed
|
|
Responsible governance
|
98% actions on track or
completed
|
Key Highlights
Council has been consistently
delivering a range of services, projects and activities which work towards
achieving the 10 priority goals outlined in Council’s Delivery Program
2017-22. Performance comments are provided in the report against each of the
156 actions and related targets in Council’s 2020-21 Operational Plan.
The complete Quarter 3
performance report is included as Attachment 1.
Significant achievements between
January and March include:
· Coordinated and
supported numerous community events - Harmony Day; International Women's Day;
Warden Head Master Plan Engagement; Community Grants Program and Grant Clinics
in Nowra, Ulladulla and Sanctuary Point.
· Launching the Art
Gallery Shoalhaven Primary Schools program - Regenerate:Shoalhaven with
a total of 1,129 students participating so far. Gallery feedback shows 85% of
visitors who completed the survey are ‘likely or highly likely’ to
recommend the Gallery.
· Awarded $8M in
funding Federal & State Government for the Artie Smith development at the
Shoalhaven Community and Recreational Precinct (SCaRP).
· Completing the LED
street lighting upgrade project in partnership with Endeavour Energy, resulting
in around 50% of Shoalhaven's residential streetlights being energy efficient
LEDs and already achieved budget savings of $500K in electricity costs.
· Establishing the
Economic Development Office’s Export Hub to help Shoalhaven businesses
take advantage of export opportunities.
· Completing the
Woollamia Boat Launching Ramp Improvements with the opening of the service
wharf in mid-February after the area was more accessible.
· Going live with
the Local Live Traffic portal which links local road closures with NSW
Government's Live Traffic information - 2,147 page views in March following the
rain event.
· Shoalhaven Water
ranked cheapest in the nation for typical residential Bill (water only) and 6
out of 24 cheapest in the Medium Utility Group for the total typical
residential bill (water & sewer) in the Utilities National Performance
Report 2019-20.
Behind Schedule or Needs Attention
The following six Action items
have been reported as behind schedule and require attention. Full performance
comments are in the attached report and remedial actions have been reported to
senior management.
|
Ref.
|
Action
|
Quarter 3 Comment (summary)
Full comments in Attached report
|
|
1.1.01.06
|
Implement
high priority actions (0 -2 years) in the certified Coastal Zone Management
Plan
|
29
of the 52 short term implementation items from the Coastal Zone Management
Plan (CZMP) have either been completed or significantly progressed. The long
term items exceed the December deadline created by DPIE for the operation of
this current CZMP and these actions will automatically be placed in new CMPs
|
|
1.1.06.01
|
Perform
duties to ensure operations of on-site sewage management systems
|
835
inspections on the operational performance of on-site sewage management
systems have been completed in the FY, 38% short of target number of
inspections. This is line with the Shoalhaven's recovery from the impact of
bushfires and covid-19. The expense budget is on track.
|
|
2.2.02.01
|
Assess
and determine development applications within timeframes
|
Continue
to improve processing times by continual review of the DA assessment
process.
|
|
2.2.02.02
|
Resolve
Subdivision and Subdivision Works Certificates to meet expectations
|
KPI
target has been achieved. It is expected that once the team has the
full complement of staff and with improvement of the assessment framework
tools that results should improve even further.
|
|
3.1.02.01
|
Investigate,
facilitate and develop ED and infrastructure projects that meet the
objectives of relevant federal and state government grants
|
BLERF
applications lodged (18) as well as BBRF and Public Spaces. Anticipated
problem will arise with project management should majority be approved with
expectation by government that delivery will be by end 2022 or mid 2023.
|
|
4.2.12.01
|
Improve
Shoalhaven Water's levels of service for Development &
Regulatory Function
|
High
demand in the housing sector has seen a significant increase in applications
being received in the Development Unit. To assist contract services have
been engaged and grant application submitted to provide additional staffing
to improve levels of service.
|
On Hold or Not due to commence
The following seven Action items
have been reported as on hold or not due to commence.
|
Ref.
|
Action
|
Quarter 3 Comment (summary)
|
|
2.3.02.01
|
Review
and update Shoalhaven Adaptation Plan 2030
|
The
review of the Shoalhaven Adaptation Plan had been held over pending the
organisational restructure and appointment of Sustainability Officer.
|
|
2.3.02.02
|
Review
and update Sustainability Action Plan 2030
|
Recruitment
of a Sustainability Lead is expected to commence in May.
|
|
2.3.03.05
|
Progress
a solution for the sustained entrance opening for Lake Conjola
|
Licence
application submitted in December to enable ongoing enactment of interim
Management Plan. CMP contract awarded and meetings organised to map
consultation strategy.
|
|
2.3.03.07
|
Develop
Coastal Management Programs
|
In
May, Council has received and endorsed funding documents from NSW Government
This time frame has impacted on the progression of plans, however the pathway
is now clear to seek tenders for the formulation of the various CMPs.
Two Coastal coordinator positions have been recently filled.
|
|
2.3.03.09
|
Review
and implement the asset management plan for flood mitigation
|
A
review of the asset management plan for flood mitigation assets has not yet
been completed by City Services. Work is continuing with regard to the audit
and repair of flood mitigation assets.
|
|
4.1.04.07
|
East
Nowra Sub Arterial Road
|
Geotechnical
analysis being finalised and options for Council consideration being
prepared.
|
|
4.2.10.03
|
Progress
the development / disposal of properties Council's land register
|
On
hold, as per Executive Team Decision, "That all property sales be put on
hold until a strategic direction, through the City Futures Directorate, for
all properties is in place".
|
Additional Operational Plan Actions
arising from Notices of Motion
Between 1
July 2020 and 31 March 2021, Council has endorsed 126 Notices of Motion (NoMs)
which can be categorised as follows:
· 81
NoMs relate to information, donations / community support, maintenance /
traffic requests, advocacy or Development Application call-ins and covered in
business as usual operations.
· 45
NoMs relate to projects that may require additional resources being added to
the existing Operational Plan 2020-21. These Actions can be further categorised
into the following areas:
o Strategic
Planning Works Program (2)
o Infrastructure
Upgrades (22)
o Infrastructure
Upgrades – Non Council (2)
o Forward
Planning (19)
Funding was allocated to the
respective projects during quarterly budget reviews. The full report of
Completed and Uncompleted Notices of Motions has been distributed separately as
Attachment 3 and Attachment 4, respectively.
March
Quarterly Budget Results Overview
Council continues maintaining a
sound financial position and functioning effectively under COVID-19
restrictions with the year-to-date net budget position of the General Fund and
Shoalhaven Water operations outperforming year-to-date budgets. This is a
particularly pleasing result considering the uncertainty of the economic
climate at the time the 2020/21 budget estimates were prepared.
COVID-19 forced transformation
in many ways from the way that daily business was conducted to work on
construction sites. The Federal, State and Local levels of Government
provided various levels of stimulus to support the development and housing
industry. These included initiatives such as ‘HomeBuilder’,
legislative changes to NSW planning legislation and in the Council space
(Shoalhaven): concessions for DA fees and section 7.11 contributions.
Whilst these initiatives have
had a significant impact on Council’s income, the property market and
development industry has forged ahead. Confidence is strong with a number
of significant applications being lodged and processed. An example of
this is the relatively recent approvals for subdivisions in Cambewarra and
South Nowra with nearly all lots being sold off the plan prior to construction.
The property climate in the Shoalhaven is consistent with what is
happening across the State, with the market holding up resiliently with record
levels of sales and prices. This is evidenced by the increase in number of DA
applications and number of property related certificates (section 10.7 and Dwelling Entitlement)
submitted to the Council. The DA referrals to the Shoalhaven Water alone
increased by 44% over the 12 months.
COVID-19 restrictions continue
to have a significant impact on Swim Sport and Fitness operations, however, the
financial performance of these business units has improved in the last quarter:
the revenue is $368K behind the year-to-date budget comparing to unfavourable
variance of $470K reported in December Budget Review and this shortfall was
completely offset by savings achieved by management in controllable operating
expenses and positive variance in Indoor Sports Centre revenue which is $130K
ahead of year to date budget. The relevant budget adjustments are proposed in
this review.
Tourist parks operations continue
to outperform budget with the revenue exceeding year-to-date budget by $2.3M
(favourable) and operating expenditure is $1M over the budget (unfavourable).
Whilst, as at the end of March, tourist parks significantly outperformed year
to date budget by net of $1.3M (favourable), ever-changing COVID-19
restrictions might adversely impact financial performance of this business
unit. Management will continue to monitor the budget and if circumstances
allow, at the end of financial year, will recommend using surplus funds to
replenish the shortfall in Crown Land maintenance costs. This strategy would
result in the General Fund currently earmarked for maintenance of Crown Land to
be released and potentially eliminate the current adopted budget unrestricted
cash deficit of $654K and/or to build-up contingency reserves. Further analysis
will be provided in the June Quarterly Budget Review report.
Shoalhaven City Council was also
successful in securing $6.3M of Local Road and Community Infrastructure (LRCI)
Program funding that will be used to deliver 36 community infrastructure
projects. The delivery of these projects is underway and most of them will be
completed by the end of next year. Council has already received 50% of the
grant funding and proposed budget adjustments include increases in grant income
and capital expenditure.
The proposed budget adjustments
significantly improve forecasted year-end net operating results before capital
grants and contributions for the general fund: from $3.7M deficit to only $0.8M
deficit. The main reason for this $3.9M favourable movement is a
reclassification of some operating budgets to capital along with the
reclassification of some disaster recovery grants from capital to operating in
accordance with the Australian Accounting Standards.
The working capital position of the General Fund as of 31
March 2021, liquidity contingency is 14% of the current liabilities above the
benchmark of 10%. The working capital position was calculated in accordance to
the formula outlined in the Liquidity Contingency Plan presented to the Council
in the separate report.
|
Description
|
(‘000)
|
|
Add
|
Current Asset
|
115,144
|
|
Less
|
Current Liabilities
|
55,917
|
|
Calc
|
Net Current Asset
|
59,227
|
|
Less
|
External restrictions
|
45,942
|
|
Less
|
Internal restrictions
|
45,983
|
|
Add
|
Provisions (Liabilities
not expected to settle in 12 months)
|
40,513
|
|
Calc
|
Available working
capital
|
7,815
|
|
Calc
|
Working Capital as a
% of Current Liabilities
|
14%
|
Management continues to exercise
prudent financial management and proactively manages the budget which is
reflected in the March Quarterly Budget Report.
Financial Impact of COVID-19
Financial Relief Measures
To assist residents during unprecedented times of the
COVID-19 pandemic and to support the recovery of the region, Council has
endorsed an extensive Financial Relief Package. The financial impact of various
financial assistance measures on the year-to-date budget results is summarised
below.
|
Type of Financial Assistance
|
YTD December Amount ($’000)
|
YTD March Amount ($’000)
|
Increase Amount ($’000)
|
|
DA
fees waivered
|
358
|
597
|
239
|
|
Rent
reduction – full year impact
|
249
|
249
|
0
|
|
Interest
free period
|
525
|
525
|
0
|
|
S7.11
subsidy
|
54
|
238
|
184
|
|
S64
subsidy
|
71
|
198
|
127
|
|
Total
|
1,257
|
1,707
|
550
|
It is important to note that the
budget was already adjusted to provide for a rent reduction and an interest
free period in the December Quarterly Budget Review and no budget adjustments
are required for S7.11 and S64 subsidies as they are funded by the reserves
(S7.11 Deleted Funds and Water/Sewer reserves). This quarter, management
identified $160K of additional savings across all Directorates to partially
offset impact of the DA fee discounts. Management will continue to monitor the
situation and forecast sufficient budget savings in operating budgets to
compensate for the shortfall by the year-end.
General Fund Budget and
Quarterly Review Movements
As referenced earlier, Council
adopted an unrestricted cash deficit budget of $619K for 2020/21 which
subsequently increased to $654K in December QR due to funding of additional
Council Resolutions. The March QR adjustments have resulted in a $3K favourable
movement in unrestricted cash, bringing the current forecast cash deficit to
$651K. It is noted that savings, and/or improved revenue streams, still needs
to be identified at year end to fund this deficit.
The net operating result before
capital grants and contributions of the General Fund as at 31 March 2021 was a
surplus of $17.3M – being $0.9M favourable variance to the year-to-date
adopted budget of $16.4M surplus. This reflects a 5% favourable year to date
variance, largely driven by higher than expected income from Holiday Haven and
unspent operational and maintenance funds due to the timing expectations of the
expenditure.
The 2020/21 current budget
adopted by Council had forecast an operating deficit before Capital Grants and
Contributions of $3.7M, and a reduction in cash and investments of
$15.9M.
The following table presents a
high-level summary of the budget and movements for the General Fund for
2020/21.
|
$'000
Favourable / (Unfavourable)
|
Original Budget
|
Current Adopted Budget
|
March QR Adjustments
|
March QR Proposed Budget
|
March Actuals
|
|
Unrestricted Cash
Movement
|
(619)
|
(654)
|
3
|
(651)
|
(23,722)
|
|
Operating Result
|
42,462
|
39,065
|
7,094
|
46,158
|
34,440
|
|
Operating Result before
Capital Grants and Contributions
|
(2,761)
|
(3,748)
|
2,951
|
(797)
|
17,319
|
|
Net Total Cash &
Investments Movement
|
(28,903)
|
(15,872)
|
26,547
|
10,675
|
(8,017)
|
The main contributing factor for
the change to the operating result is an increase in the forecast for capital
grants ($4.1M), with the primary one being Local Roads and Community
Infrastructure (LRCI) grants ($6.3M) which was partially offset by the rephasing
of the Ulladulla Berthing Facility ($0.6M) and Placemaking for Vincentia
($1.6M) grants into 2021/22 financial year.
Other major budget adjustments
relate to $500K (favourable) of savings in electricity costs achieved by LED
street lighting upgrade that was completed in the first quarter of this
financial year which was used to offset unfavourable reduction is dividends
income from Water fund ($560K). It is important to note that on 13 April,
Strategy and Assets Committee resolved to make representation to DPIE (Water)
for exemption under the Best Practice Management Guidelines to pay a dividend
from the Water Fund, and if successful seek advice as to a methodology for
calculation of such dividend. Whilst it is possible that the dividends will be
paid as a result of this representation, management is currently working on
strategy to fund the shortfall.
March Quarterly Review
adjustments resulted in a favourable General Fund Net Cash and Investments
Movement of $3K.
The commentary on the recommended changes can be found in
March 2021 Quarterly Budget Report presented as Attachment 2.
Water Fund Budget and
Quarterly Review Movements
The net operating result of the
Water Fund is a $1.14M surplus when comparing to the year-to-date budgeted
surplus of $1.12M.
|
$'000
Favourable / (Unfavourable)
|
Original Budget
|
Current Adopted Budget
|
March QR Adjustments
|
March QR Proposed Budget
|
March Actuals
|
|
Operating Result
|
2,769
|
2,736
|
(236)
|
2,500
|
1,149
|
|
Operating Result before
Capital Grants and Contributions
|
(1,081)
|
(1,434)
|
(766)
|
(2,200)
|
(335)
|
|
Net Cash &
Investments Movement
|
(14,257)
|
(6,473)
|
5,272
|
(1,201)
|
530
|
The main proposed budget
adjustments relate to a $4.9M forecast of capital expenditure into the next
financial year ($1.8M Moss Vale Road water works, $1M transfer system and other
works), $1.3M increase of interfund costs to the Sewer Fund (unfavourable),
$524K increase in section 64 income (favourable), $611K additional
communications income (favourable) and $500K decrease in water usage income
(unfavourable).
The March Quarterly Budget Review adjustments resulted in a
favourable Net Cash and Investments Movement of $5.2M.
Sewer Fund Budget and
Quarterly Review Movements
The net operating result before
capital revenue of the Sewer Fund was $9.6M (surplus), a $1.8M favourable
variance comparing to the budgeted year to date surplus of $7.7M. This is
principally due to timing of expenditure, in particular materials and contracts
and additional income received.
Detailed explanations of the key
variances for both the quarter and the full year forecast result are outlined
in the March 2021 Quarterly Budget Report presented as Attachment 2.
|
$'000
Favourable / (Unfavourable)
|
Original Budget
|
Current Adopted Budget
|
March QR Adjustments
|
March QR Proposed Budget
|
March Actuals
|
|
Operating Result
|
7,698
|
9,422
|
2,535
|
11,957
|
11,643
|
|
Operating Result before
Capital Grants and Contributions
|
5,648
|
6,897
|
1,660
|
8,557
|
9,595
|
|
Net Cash &
Investments Movement
|
(13,661)
|
(9,044)
|
8,049
|
(995)
|
3,431
|
The main proposed budget
adjustment relates to a $6.6M forecast of capital expenditure into the next
financial year, $1.3M decrease in transfer of costs between the Water and Sewer
funds (unfavourable) and $875K increase in Section 64 revenue (favourable).
The March Quarterly Budget
Review adjustments resulted in a favourable Net Cash and Investments Movement
of $8M.
Communications
The complete Quarterly
Performance report will be available on the Council’s website with a link
promoted through Council’s weekly newsletter. A range of other
communication methods will also be used to communicate the outcomes of the
report including performance highlights across Council’s social media
platforms.
|
|
Strategy and
Assets Committee – Tuesday 18 May 2021
Page
0
|
SA21.82 Policy
- Liquidity Contingency Plan
HPERM Ref: D21/186706
Department: Finance
Approver: Olena
Tulubinska, Chief Financial Officer
Attachments: 1. Draft
Liquidity Contigency Plan ⇩
Reason for Report
To present a Draft Liquidity
Contingency Plan for the Committee’s consideration.
|
Recommendation
(Item to be determined under delegated authority)
That
Council:
1. Receive
and note the Draft Liquidity Contingency Plan presented as Attachment 1.
2. Refer the Draft Plan to the Office
of Local Government and to the NSW Local Finance Professionals seeking
feedback on this Shoalhaven Council initiative and its potential for broader
take-up across NSW Councils.
3. Receive a further report on any
feedback received in response to the referrals referenced above for
consideration in Council’s decision in respect of final adoption of the
Liquidity Contingency Plan.
|
Options
1. As recommended
Implications: The Policy will be adopted
2. Council give
alternative direction to staff.
Implications: The Policy will be modified as
directed by Council.
Background
A Draft
Liquidity Contingency Plan has been prepared in response to a resolution of the
Strategy and Assets Committee dated 26 May 2020 (MIN20.353).
The primary purpose of the
Liquidity Contingency Plan is to establish a liquidity monitoring framework and
to set out the steps to be taken in the event that Council were to experience a
significant reduction in its liquidity position.
The Liquidity Contingency plan
sets out a framework around which Council could maintain its ability to pay for
its day-to-day operations, maintain its services to the community in the event
of an unexpected or extraordinary circumstance that impacted significantly on
the Council’s liquidity or cash-flow position.
Should Council see merit in the
adoption of the Draft Policy as presented, it is considered that Shoalhaven
City may be the first Council to implement such a Liquidity Contingency Plan
which aims to further enhance prudential financial management framework of the
Council.
This plan also introduces the
principle of a Business Contingency Reserve – funds set aside by the
Council specifically to provide a buffer against a severe decline in liquidity
and the steps necessary to assess, measure, monitor and respond to a liquidity
crisis.
This plan was developed in
consultation with the external specialist in Local Government financial
management, Mr Dennis Banicevic (ex PwC auditor with years of experience in
Local Government advisory) who presented this plan to the Audit, Risk, and
Improvement Committee on 1 March 2021.
The Audit, Risk, and Improvement
Committee has provided positive feedback and endorsed the Draft Liquidity
Contingency Plan for Council’s consideration.
Whilst presenting the draft Plan
for Council’s initial feedback at this time, it is recommended that
Council now refer the Draft Plan to the Office of Local Government and to the
NSW Local Government Finance Professionals seeking feedback on this Shoalhaven
Council initiative and its potential for broader take-up across NSW Councils.
It is further recommended that
Council receive a further report on any feedback received in response to the
referrals referenced above for consideration in Council’s decision in
respect of final adoption of the Liquidity Contingency Plan.
Please refer to the Attachment 1
for details.
|
|
Strategy and
Assets Committee – Tuesday 18 May 2021
Page
0
|
|
|
Strategy and
Assets Committee – Tuesday 18 May 2021
Page
0
|
SA21.83 Report
Back - Jervis Bay National Park - Council Property Transfers
HPERM Ref: D21/69325
Department: Strategic
Planning
Approver: Robert
Domm, Director - City Futures
Attachments: 1. Copy
- Notice of Motion, Oct 2020 - JBNP Consolidation ⇩
2. Maps - Bay & Basin
Leisure Centre, Intended National Parks Transfer ⇩
Reason for Report
This report responds to the
Council resolution of 27 October 2020 (MIN20.808) that:
The CEO report back to
Council on the progress of Council’s contribution to the consolidation of
the Heritage Estate and the Council property associated with the Bay &
Basin Leisure Centre to the Jervis Bay National Park.
|
Recommendation (Item to be determined under delegated authority)
That
Council receive the report on the status of the Council land transfers to the
Jervis Bay National Park for information.
|
Options
1. Receive the report for information.
Implications: The matters covered in the report
will continue to be progressed.
2. Determine another course of action.
Implications: Will depend on the nature of any
resolution.
Background
The resolution resulted from a
Notice of Motion submitted to the October 2020 Council meeting (see Attachment
1). This report responds to the resolution (MIN20.808) and also a question
that was taken on notice at the same Council meeting regarding a letter to all
NSW Councils seeking suggestions for National Park
extensions and additions.
Property Transfers to
National Park - Update
The resolution requests an
update on the progress of Council’s contribution of land associated with
the Heritage Estate and Bay & Basin Leisure Centre to the Jervis Bay
National Park. The following advice is provided in this regard:
Heritage Estates –
The Council’s lots (approximately 80) within the Estates were transferred
to the NSW National Parks & Wildlife Service (NPWS) during 2018.
There is also an existing
standing Council resolution to transfer the public road reserves at the
relevant/appropriate points, subject to not ‘land-locking’ any
remaining privately-owned lots.
In relation to gazettal of the
transferred lots as part of the National Park, previous advice was that the
“[NPWS] Reserve Establishment Unit intends to seek gazettal of
Heritage Estates additions once there is a critical mass of land to add to
Jervis Bay NP.”
Bay & Basin Leisure
Centre – NPWS have recently written to Council in this regard
requesting an update on the intended timing of the transfer of this land and a
response is currently being finalised.
This transfer relates to the
ecologically sensitive section of Lot 51 DP862697 that adjoins the Leisure
Centre, to satisfy a condition of the approval issued by the Commonwealth
Government. Council has also agreed to transfer the relevant
‘paper’ roads north of The Wool Road. Attachment 2 shows
these two areas.
There is a subdivision approval
that, once completed, will facilitate and enable the transfer of the land to
NPWS. The subdivision certificate was however put ‘on hold’ as the
skate park proposed at the Leisure Centre was being relocated and impacted the
approved plan. It has now been confirmed that the skate park will remain in the
original proposed location and therefore the subdivision certificate approval
can proceed to finalisation and the land transferred.
Other Land
The other property mentioned in
the Notice of Motion is land that is to be transferred as part of the Bayswood
subdivision approval. This transfer does not directly involve Council land, but
the following update is provided.
It is understood that the
transfer of Lot 6004 DP 1195858 (see below) is under way and has been agreed
‘in principle’ between NPWS and the owner of the land. This
transfer may be completed by mid-year.
Lot 6004 DP 1195858
There
is also land in this vicinity that adjoins (north and south) the old access
road into the Leisure Centre (including the old access road itself, which
Council has undertaken a road closure over) which will also ultimately be
transferred to NPWS. However, this cannot be completed until the new access
road into the leisure centre is transferred to Council and excised from the
land to be transferred to NPWS.
It is
understood that the current private owner is in the process of transferring Lot
2 DP 1182358 (see below). They have started negotiations with NPWS and the outcome
may be finalised later this year or in early 2022. This will also involve a
consolidation with the former road reserve, Lot 1 DP 1231236 (Council).
Lot 2 DP 1182358
Consistent with MIN17.1018
(November 2017) Council also transferred approximately 11.56 hectares of
relevant unformed road reserves south of The Wool Road, within Lot 5 DP875010,
to NPWS for addition to the Jervis Bay National Park – see maps below.
These were ultimately gazetted as National Park in September 2019.
Unformed Road Reserves, Lot 5 DP875010
Ministerial Letter - National
Park extensions and additions
Council received a letter from
the NSW Minister for Energy & Environment, Matt Kean MP in late 2019 seeing
advice on land acquisition proposals that would add value to the National Parks
system. The letter was a general one to Councils.
It notes that any proposal
submitted should at a minimum:
· Include
information that clearly defines the land subject to the proposal
· Describe
why the land is considered to be high conservation value
· Reasons
why you believe the land would be best protected and managed for conservation
in the National Parks system
· Indicate
whether the land is on the market for purchase or available for transfer
· Include
contact details fir the land owner(s)
The letter also noted that if
suitable for purchase, a priority would be determined within available funding.
It was also noted the process can take a while and NPWS only acquires land that
is available for acquisition from willing owners.
From follow up discussions with
NPWS staff there was no assigned response time as land acquisition and
reservation is an ongoing process, subject to available budget. NPWS have
recently advised that the opportunity is still open on an ongoing basis.
When the letter was initially
received it was circulated to relevant Council staff to see whether they could
identify any land that might be appropriate in this regard within the
requirements listed above. Limited response was received and as such at this
point no proposals have been put forward to NPWS. Importantly however, the
opportunity to do so remains open.
For context in this regard, in
mid-2019 Council also contacted the NSW Government re the possible acquisition
of private land at Seaspray Street, Narrawallee given its conservation
significance. As part of this NPWS were approached to see whether they would
consider purchasing the property from their reserve acquisition fund. The
advice was however that there were other priorities and it was noted that the
parcel was not adjacent to or linked to existing National Parks.
Conclusion
The proposed additions of land
to Jervis Bay National Park are in train and will continue toward finalisation.
Any future opportunities to put
land forward for possible acquisition and addition to the National Park estate
more broadly will continue to be considered as they arise.
Community Engagement
There has been no direct
community engagement in this regard.
Financial Implications
Any financial implications
associated with the transfers to the Jervis Bay National Park will continue to
be managed within existing Council budgets.
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Strategy and
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Strategy and
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Strategy and
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SA21.84 Proposed
Sale of Land - Moss Vale Road South Urban Release Area
HPERM Ref: D21/125945
Approver: Robert
Domm, Director - City Futures
Reason for Report
This report provides Council
with the opportunity to consider a confidential report in relation to a
property matter in the Moss Vale Road South Urban Release Area.
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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 the Moss Vale Road South Urban Release Area.
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Options
1. Proceed in accordance with the
recommendation.
Implications: Council will be able to consider a
separate confidential report on the property matter in the Moss Vale Road South
Urban Release Area.
2. Not adopt as recommended.
Implications: Council will not consider the
confidential report.
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Strategy and
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SA21.85 Proposed
Lease - Council as Lessee - Unit 1, 51 Graham Street, Nowra
HPERM Ref: D21/176484
Department: Strategic
Property
Approver: Robert
Domm, Director - City Futures
Attachments: 1. Terms
of the Lease (Confidential - under separate cover)
2. Nowra Administration Building
- Fire Sprinkler & Hydrant System Project - Status Report ⇩
Reason for Report
This report provides Council with an opportunity to consider
entering into a lease with Churston Quay Pty Ltd ATF Torbay Superannuation
Fund, over Unit 1, 51 Graham Street, Nowra being Lot 1 SP 63182 to provide
churn space for proposed works within the Nowra Administration building.
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Recommendation
That:
1. Council enter into a Lease agreement
with Churston Quay Pty Ltd ATF Torbay Superannuation Fund for Unit 1, 51
Graham Street, Nowra being lot 1 SP 63182 in accordance with the terms
outlined in the confidential attachment;
2. The terms of the lease remain confidential
until adopted by Council;
3. Council authorise the rent to be
paid from existing operational budget from the savings identified by
management across all Directorates;
4. Council authorise the Common Seal of
the Council of the City of Shoalhaven to be affixed to any document required
to be sealed and delegate to the Chief Executive Officer authority to sign
any documentation necessary to give effect to this resolution.
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Options
1. Resolve as
Recommended
Implications: This will provide much needed churn
office space for Council staff freeing up space in the Nowra Admin building to
accommodate planned building works.
2. Not adopt
Recommendation
Implications: Council will be constrained in its
ability to undertake planned building works resulting to greater disturbance to
staff where the works are undertaken.
Background
Shoalhaven
Council Group Directors resolved in 2016 to design and install a new fire sprinkler
& detection system for the Nowra Administration Building. The objective of
these works aimed to address Building Code of Australia (BCA) compliance issues
associated with the building.
Upon completion of Design works
for the new system, a status update report (refer to Attachment 2) was prepared
for the Group Directors in September 2017. The report advised;
· Design
completion and estimated quantity surveyor cost of $3M, excluding costs for
temporary office space required for the scheduled relocation of staff and any
other office improvement works.
· Proposed
staging to implement the works, separating the project into 12 stages working
from Level 1 upwards, including an overall duration of 3 years.
· Scenarios
for temporary spaces available to use as a churn area for staff relocation
during works.
· An
increasing need for additional staff seating capacity compounded by further
demand in subsequent years, requiring consideration of permanent solutions.
The status report was considered
at the Directors meeting on 21 September 2017, acknowledging two key issues
being, building compliance and staffing spacial requirements.
Resultant actions included consideration of temporary accommodation options and
the need for long term staff accommodation to be considered prior to works
commencement.
Analysis of the
then current building capacity and forecast accommodation needs were undertaken
to estimate the yield of the building and possible options to accommodate
future needs. Master planning commenced in 2018 considering short-, medium- and
long-term solutions to both the immediate churn space required and the future
capacity needs. Council was informed of this analysis at a councillor briefing
held on 12 February 2019.
Subsequent
works identified options to either lease commercial premises for the immediate
project needs or defer the project and consider a new proposal to extend the
building west to allow for both short- and long-term needs; however, duration
for planning and construction of the extension would potentially be over a
10-year period. A further Council briefing was held on 31 October 2019 where
support was provided to advance investigation and costing for the building
extension option whilst also acknowleding the immediate project churn space
requirement.
The progress of
both the fire compliance and building extension projects were impeded by the
COVID global pandemic, requiring flexible working arrangements with most staff
forced to work from home, limiting their attendance to the building. Progress
on these projects was re -prioritized given the uncertainty of the situation
and works were put on hold.
Early 2021 saw
the return of 100% staff to the office and a renewed urgency to recommence
activities particularly on the building compliance project. This has created an
immediate need to identify potential office space for relocation of
Council departments for the renovations to occur. As there is no existing space
within the Council building for departments to relocate to, Council needs to explore
the opportunity of leasing space external to the Council Administration
building and the re-consideration of Council’s longer
term accommodation needs.
Council was advised of unit 1,
51 Graham Street, becoming available and have inspected the property for its
suitability. The property will require some minor fitout work to accommodate a
more open plan environment and due to its close proximity to Council is
considered an excellent option.
Community Engagement
The subject property is not
owned by Council, therefore there is no requirement for any public notification
or engagement resulting from this lease proposal.
Policy Implications
There are no policy
implications.
Financial Implications
There is currently no budget for
the first year rent or fitout works, however funding will be sourced from
existing budget savings to be identified in the first instance. This may result
in an impact on other planned works in the short term. Budgets moving forward
will be adjusted at the appropriate time to cover off future lease obligations.
Risk Implications
There are no foreseeable risk
implications.
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Strategy and
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Strategy and
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SA21.86 Tenders
- Flinders Industrial Estate - Stage 10 Subdivision
HPERM Ref: D21/151326
Department: Economic
Development
Approver: Robert
Domm, Director - City Futures
Reason for Report
To inform Council of the tender
process, the evaluation and awarding of contract for Flinders Industrial Estate
– Stage 10 Subdivision.
In accordance with Section
10A(2)(d)(i) of the Local Government Act 1993, some information should remain
confidential as it would, if disclosed, prejudice the commercial position of
the person who supplied it. It is not in the public interest to disclose this
information as it may reveal commercial-in-confidence provisions of a contract,
diminish the competitive commercial value of any information to any person
and/or prejudice any person’s legitimate business, commercial,
professional or financial interests. This information will be considered under
a separate confidential report.
This report is submitted
directly to the Ordinary Council Meeting pursuant to Clause 3 of
Council’s “Acceptance of Tenders – Reports to Council”
Policy.
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Recommendation
(Item to be determined under delegated authority)
That Council consider a
separate confidential report “Tenders – Flinders Industrial
Estate – Stage 10 Subdivision” in accordance with Section
10A(2)(d)(i) of the Local Government Act 1993.
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Options
1. Consider the
separate confidential report
Implications: Full details of the tendering process is available
within the confidential report to enable Councillors to make an informed
decision
2. Council could
propose an alternative
Implications: No opportunity to assess and make an informed
decision on the tender process and results.
Details
Council recently called tenders
for the Subdivisional works for Stage 10, Flinders Industrial Estate. Tenders
were called on 24 February 2021 and closed at 10:00am on 31 March 2021.
The project is another in a
series of staged subdivisions to open up additional employment land within the
City. Some grant funding has been secured for this work from Restart NSW:
Growing local Economies.
Details relating to the
evaluation of the tenders is contained in the confidential report.
Financial Implications:
Sufficient funds are available
in the Economic Development budget and Industrial Land Development Reserve for
the 2020/2021 and 2021/2022 Financial Years. Funding is available to cover the
tender amount and other project costs.
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Strategy and
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SA21.87 Public
Spaces Legacy Program - Acceptance of Grant for Ulladulla Harbour Boardwalk
& Harbourside Project
HPERM Ref: D21/186739
Department: Economic
Development
Approver: Robert
Domm, Director - City Futures
Reason for Report
The NSW Dept of Planning,
Industry and Environment has approved a grant application under the Public
Spaces Legacy Program as a key element within the Planning Reform Strategy.
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Recommendation
(Item to be determined under delegated authority)
That
1. Council accepts the offer of a grant
from the Dept of Planning, Industry & Environment for $3,000,000 (ex GST)
from the NSW Public Spaces Legacy Program to undertake the Ulladulla Harbour
Boardwalk & Harbourside project
2. The CEO be authorised to sign the
necessary deed and documentation to enable this grant to be taken up.
3. Council writes to the Member for
South Coast and the Dept of Planning, Industry & Environment extending
its thanks to receive grant funding to undertake the Ulladulla Harbour
Boardwalk & Harbourside project
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Options
1. Adopt the
recommendation
Implications: Enables the grant to be taken up asap
with planning & construction being able to meet the grant funding
construction deadlines of end December 2022
2. Propose an
alternate recommendation
Implications: Depending on the wording could delay
the start of the project and Council’s ability to meet the
Department’s completion requirements
3. Not adopt the
recommendation
Implications: Would involve Council turning down
the offer of this grant and the Ulladulla Harbour Boardwalk & Harbourside
project would not proceed
Background
During 2020 the Dept of
Planning, Industry & Environment introduced a program of reform for the
assessment of development proposals. Council committed to this program and has
been required to introduce certain changes in the way it receives development
proposals and evaluates them. Council’s Development Services Directorate
has led this program and had to meet certain milestones, which it did, and
there are future milestones that are needed to be met to ensure that the full
grant funding will be received.
As part of this program, Council
was offered $3,000,000 in grant funding to undertake a project which complied
with the guidelines of the Public Spaces Legacy Program. Council submitted a
project in the original Expression of Interest, and this was to complete the
Ulladulla Boardwalk. This project was considered eligible, and Council was
requested to make a formal application.
In the application it was
expressed that the completion of the Ulladulla Boardwalk will create a new
elevated public space that establishes visual connectivity between the
Ulladulla town centre and idyllic Ulladulla Harbour. The project will stimulate
commercial activity by encouraging locals and visitors to enjoy the Harbour
outlook from the adjoining cafes, restaurants and dedicated viewing points.
The completion of the Ulladulla
Boardwalk is a long-planned opportunity to expand and improve on the commercial
centre of this coastal town. Ulladulla Harbour is a key working waterfront on
the NSW South Coast, well known for its fishing and boating activities, but
increasingly attracting tourists from Sydney, Canberra and beyond. The initial
stages of the Ulladulla Boardwalk project were completed in 2012, and now
provides a popular location to access views across the harbour and to connect
in with the northern end of the commercial town centre. The proposed project
will complete the boardwalk, extending from the Princes Highway in the north,
through to Wason Street in the south-east. Together, these existing and
proposed stages will provide a complete public access link. Importantly, the
Ulladulla Boardwalk is an elevated and accessible public space. This elevation
provides high quality visual connectivity between the commercial centre and
idyllic Ulladulla Harbour. At present, the commercial centre largely
"turns its back" on the Harbour, with the project aiming to reinvent
this situation and to create a clear and vibrant connection between the Harbour
and the town centre.
This in turn will stimulate
greater commercial activity by providing additional space and encouraging
locals and visitors to enjoy the Harbour outlook from the adjoining cafes,
restaurants, and dedicated viewing points. The project is also seen as being
important from a recreational and connectivity perspective. With recent
development occurring in the area, and a series of tourism trail upgrades
commencing on both the northern and southern sides of the Harbour, there is an
opportunity to also provide improvements in the town centre. This means that
visitors and locals alike will be able to move through the harbour waterfront
area, interacting with the commercial core and stimulating the local economy
whilst partaking in regular exercise. From a tourism perspective, the area is
already within 3 hours of much of Sydney and Canberra. With planned and
commenced road improvements occurring between both of these population centres,
there is expected to be significant increases in day and overnight tourism in
coming years. The project creates the perfect base for this increase in
visitation to be met with the type of infrastructure that can stimulate a
night-time economy and provide for enduring economic benefits to the town.
Council is now required to
accept the offer of the grant and to sign the Funding Deed which will include
the following milestones:
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Date of completion
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Milestone
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Amount of Funding
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Date of this Agreement
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Milestone 1 Execution of this Agreement by the
Department and the Recipient. Planning and design starts
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$450,000
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30 June 2021
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Milestone 2 Completion of Project Plan by the
Recipient and provision of a copy to the Department in accordance with clause
4.5
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Not applicable.
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30 July 2021
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Milestone 3 Written confirmation from the
Department that the Recipient has met the Improvement Targets for Monitoring
Period 2 (30 June 2021) as prescribed in the Participation Agreement
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$1,500,000
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TBA by Councils
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Milestone 4 Commencement of construction
works/land acquisitions comprised in the Project
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Not applicable.
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31 December 2022
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Milestone 5 Completion of construction works
comprised in the Project (Project Completion)
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$1,050,000
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It should be noted that construction
cannot commence until Milestone 3 can be achieved by Council’s
Development Services
Community Engagement
A program of community
engagement will be implemented as part of the project. In working up the
application immediately affected stakeholders, neighbours, businesses, business
associations, Councillors and MPs were contacted, and many letters of support
were received.
Policy Implications
This project forms the
“reward” part of Council implementing the NSW Governments Planning
Reform agenda. The success of this project and receiving the full amount of
grant funding is dependent on Council achieving the milestones set in the
implementation of the Planning Reforms.
Financial Implications
The project has been split into
two parts with different grant applications having been submitted.
The Public Spaces Legacy Program
grant of $3,000,000 will construct the Boardwalk. A grant has been sought from
the Australian Government’s Building Better Regions Fund Round 5 to
undertake an upgrade of the harbourside area below the Boardwalk to improve
parking arrangements and pedestrian access to link the foreshore area adjacent
to the Princes Highway to the south eastern section of the Ulladulla Harbour
precinct.
Risk Implications
The greatest risk is to deliver
the project to comply with the Government’s tight project deadlines. It
is felt that this can be achieved but with the demands of this and other grant
funded projects with similar deadlines, competition for staff, contractors and
resources may jeopardise this or other project delivery.
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Strategy and
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SA21.88 Callala Beach Drainage Maintenance & Construction
HPERM Ref: D20/82059
Department: Works
& Services
Approver: Paul
Keech, Director - City Services
Reason for Report
The purpose of this report is to
respond to Council Resolution (MIN20.55) which called
for a report regarding stormwater management at Callala Beach.
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Recommendation
That
Council, with regard to the management of stormwater in the Callala Beach
Village:
1. Note that scheduled maintenance to
desilt the eight absorption pits has been programmed to be completed before
the end of this financial year from the existing maintenance allocation.
2. Note that from 2021/2022 and onwards
(subject to operating budget allocations) 20 pits will be desilted every year
at an annual cost of $17,500. This means that 80 pits across the region will
be desilted every four year at a total cost of $70,000 over the four years.
This work will most likely be packaged up as an annual contract with visual
inspection/cleaning records being received prior to payment. The 2021/2022
draft budget be amended accordingly as part of the public consultation phase
currently underway.
3. The
Draft Interim Policy for “The disposal of stormwater from hard surfaces
for infill or redevelopment” will be refined by Council staff,
advertised seeking public comment and that comment will be reported back to
Council for consideration before adoption.
4. Allocate
$80,000 in the long-term financial plan (2023/2024) to develop a long-term
Stormwater Drainage Strategy for the Callala Beach catchment, with the ultimate arrangement to be a consideration of a hybrid
drainage system consisting of a combination of gravity drained pipe outlets
and absorption pits.
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Background
At the
Ordinary Meeting on 28 January 2020 the Council resolved (MIN20.55) as follows:
That
the CEO report to Council on the following:
1. A
scheduled maintenance programme to maintain the street water absorption pits to
clear silt and other debris on a regular basis, including a performance
checking procedure to ensure the work is carried out.
2. An
amendment to appropriate DCP relating to the disposal of stormwater from hard
surfaces to require as much water as possible to be disposed of on site rather
than to the street when infill or redevelopment is occurring.
3. The preparation of a long term drainage strategy to
increase the diversion of Street drainage to the wetlands West of the Village
from streets where significant ponding is occurring.
The current Callala Beach urban
footprint, as depicted in Figure 1 below, consists of a long and narrow road
layout with the following general characteristics
· 2500 metres long;
· 375 metres wide;
· Quay Road and
Greenaway Road run parallel to the beach typically at a contour level of
between 5m and 6m AHD;
· Queen Mary Street
also runs parallel to the beach and typically at a contour of between 7m and 8m
AHD;
· The urban
footprint gently slopes towards the beach;
· Behind Queen Mary
Street the landform drops away very quickly to swampy ground on a contour of
between 2m and 3m AHD;
· This land behind
Queen Mary Street is owned by private entities and the National Parks and
Wildlife Service; and
· The underlying
soil profile is predominately free draining sand.
Figure 1 – Extent of urban footprint of Callala
Beach township
The area to the east of Callala
Beach Road, as shown in Figure 2 below, has been constructed using a pit and
pipe gravity network that discharges at three locations behind Roskell Road
onto private land.
Figure 2 – Gravity drainage network east of
Callala Beach Road
The area to the west of Callala
Beach Road, as shown in Figure 3 below, has evolved as an absorption (soak
away) pit arrangement at various intersections around Quay Street and after
moderate rainfall events, the surface water tends to pond within grass swales
within the road reserve due to the nature of the flat topography.
Figure
3 – Absorption pit network west of Callala Beach Road
The characteristics of this
absorption pit system in the western area of Callala Beach are as follows:
· Fourteen
stormwater pits are located in Quay Road.
· Upon recent
investigations, six of these pits were identified as absorption pits.
· Eight stormwater
pits along Quay Road were found to have a concrete base, and as a consequence,
did not act as absorption pits to allow drainage water into the underlying soil
profile which is predominately free draining sand. These pits have connections
to at least one nearby absorption pit.
An example of the two types of pits
are shown below in Figures 4 and 5:
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Figure 4 - Example of an
absorption pit on Quay Road. Note the sediment build up in the base of the
pit.
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Figure 5 - Example of a
stormwater pit on Quay Road with a concrete base.
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|
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Figure 6 - Example of an
absorption pit on Quay Road. Note the sediment build up in the base of the
pit.
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Figure 7 - New absorption pit
installed outside 2 Quay Road to improve localised drainage.
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These drainage systems, due to their nature, can typically
drain out of the localised area over a 1 to 2-day period. It is generally
accepted that some ponding will remain for a few days following a reasonable
storm event.
Whilst early conceptual investigations reveal it may be
physically possible to collect stormwater and run it back to the land beyond
Queen Mary Street (i.e. contour between five and six metres AHD to between
contours two and three metres AHD) there is now a myriad of underground
utilities to navigate and thus any proposal to construct a piped network out
past Queen Mary Street will need a more detailed investigation / service
proving to locate above and below ground “obstacles”. Of course
there is also the land ownership issue to consider for discharging of
stormwater as well as the environmental considerations for treating the
stormwater if it were to be directed to an existing wetland.
Across the whole of the municipality Council currently funds
the maintenance of stormwater as follows;
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Maintenance activity
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Allocated budget
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Piped Drain Cleaning
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$70,000
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Pit Cleaning
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$80,000
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Open Drain Cleaning
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$20,000
|
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Pit and Pipe Repairs
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$180,000
|
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Absorption Pits
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$5,000
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|
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TOTAL
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$355,000
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The maintenance of street
stormwater absorption pits throughout Shoalhaven is currently undertaken on a
reactive basis only.
Part 1
– Maintenance of street stormwater absorption pits
“A scheduled
maintenance programme to maintain the street water absorption pits to clear
silt and other debris on a regular basis, including a performance checking
procedure to ensure the work is carried out.”
Equipment such as high-pressure
vacuum suction trucks are required to desilt an absorption pit and the pit
should be lined with a clean free draining filter material to protect the
subsoil conditions from being silted up.
The estimated cost to undertake
this desilting maintenance for the eight pits in Callala Beach is $6,560 and
this has been programmed to be completed before the end of this financial year
from the existing maintenance allocation.
This effort works out as being
$820 per pit, and in best practice should be programmed to occur every fourth
year as a minimum. This work would be managed as a contract with inspection
prior to payment being required.
Given that Council has
approximately 17,250 pits across the region and approximately 0.5% (86) are
deemed to be absorption pits, cleaning each pit every four years would require
an allocation of $70,000 every four years (i.e. $17,500/yr) from within the
drainage maintenance budget.
Part 2 – Amendment to appropriate DCP relating to the
disposal of stormwater.
“An amendment to
appropriate DCP relating to the disposal of stormwater from hard surfaces to
require as much water as possible to be disposed of on site rather than to the
street when infill or redevelopment is occurring.”
There are currently no general requirements
in the DCP requiring the disposal of stormwater from hard surfaces to be
disposed of onsite (when soil conditions are suitable) rather than to the
street when infill or redevelopment is occurring, however this is commonly
conditioned for development applications in Callala Beach.
Chapter G2: Sustainable
Stormwater Management and Erosion/Sediment Control of the DCP has recently
had a housekeeping review and was adopted by Council. It is therefore proposed
that Council prepares an interim policy document that requires the disposal of
stormwater from hard surfaces to be disposed of onsite (when soil conditions
are suitable) rather than to the street when infill or redevelopment is
occurring in Callala Beach. This policy can then be incorporated into the next
scheduled housekeeping review of DCP Chapter G2.
In the interim, a Draft Policy is being developed for adoption by Council and
then incorporation into the next scheduled housekeeping review of the DCP
Chapter G2.
The essence of the
“Proposed Policy Statement” is provided here for Councillors’
information:
In cases where infill or redevelopment is proposed in
residential zoned lots and the lots are not serviced by an underground
stormwater system in the lots road network (now or within 10 years), stormwater
from hard surfaces is to be disposed of onsite (when soil conditions are
suitable) rather than to the street
The following requirements must be
complied with:
a. The
property must not be located within any areas identified, by a qualified geotechnical
engineer, as containing soil types that are predominately not conducive to the
dispersion of stormwater or likely to induce landslip. The applicant must
determine whether or not the property is so affected before further proceeding
with any detailed drainage design.
b. Evidence
must be supplied by the applicant that all relevant downstream property owners
have been approached and are unwilling to grant a private drainage easement
that will allow the piping of stormwater to a Council street that is (or will
be) serviced by an underground piped system.
c. The
base of the facility must be at least 1 to 1.5m above the seasonal high water
table, bedrock, or a low permeability layer.
d. The
facility must not be constructed on potential high salinity soils, hazard
soils, fill or contaminated land.
e. The
total plan area of all impervious areas such as roofs, driveways, paths and
paved courtyards on the property do not exceed 35% of the total site area and
there is an area downslope of the dwelling at least equal to the impervious
areas draining to it on which to construct the infiltration trench. Note, this
applies to the site cover for existing lots only. New land subdivisions will
not be permitted to dispose to infiltration systems.
f. The
extent of driveways and other paving near to the system is to be kept to a
minimum.
g. A
design and supporting calculations, prepared by a suitably qualified and
experienced engineer, of a stormwater management system that will cater for
runoff from the site to the system must be supplied by the applicant with the
Development Application. This is to include any necessary geotechnical
information required to support the design, an assessment of the in-situ
infiltration of the soil profile, consideration of antecedent moisture
conditions and performance over a variety of rainfall events. The design is to
be accompanied with a report by a geotechnical engineer attesting to the
infiltration capacity of the system, groundwater table level, reactivity of the
soil, and clearly demonstrating that the proposal will not have an adverse
impact upon adjoining and/or downstream properties by the direction or
concentration of stormwater on those properties.
h. Any
onsite infiltration structures are to be located as far as practicable from the
downstream property boundary (minimum 5m) and a minimum of 3m from buildings.
If the system is being constructed in conjunction with any new structure
(including residential dwellings), the foundations of the structure are to
consist of pier and beam and the piers are to be to a solid stratum. The system
should not be placed over any paved surfaces.
i. A
debris/silt collection pit must be constructed immediately upstream of the
underground system, a capped observation riser installed over the underground
system and area downstream is to be landscaped in a manner that will ensure a
reduction of sub-soil flows into the adjoining property.
j. A
positive covenant is to be placed on the Property Title to ensure that the
system is adequately maintained according to the approved maintenance schedule.
A Restriction as to User is to be placed on the Property Title to ensure that
no additional impervious areas are created on the property. The authority to
vary the Restriction is to be Council.
k. In
cases where the infiltration system adjoins bushland, the infiltration trench
may be constructed no closer than 2m from the boundary adjoining the bushland
and run parallel with the contours.
Part 3 – Long term drainage strategy
“The preparation of a long
term drainage strategy to increase the diversion of Street drainage to the
wetlands west of the Village from streets where significant ponding is
occurring.”
Whilst this is an ideal objective,
the historical development and the “lay of the land” may make this
objective difficult and costly to achieve. The main factors to overcome to
provide a standard gravity piped drainage system in this area are:
- The
very flat lay of the land resulting in an issue with the technical feasibility
of a graded, piped drainage network in Callala Beach being shallow enough to
properly discharge.
- The
impact that other utilities will have on proposed drainage lines is not well
understood.
- No
readily available discharge points for any pipe draining westwards from Callala
Beach.
o Surrounding areas being
National Park, Aboriginal Land, Crown lands and Private lands.
o Significant earthworks likely
be required through these surrounding lands to ensure water drains towards
Bid-Bid Creek and Callala Creek.
o The existing wetlands to the
west of Callala Beach village comprise endangered ecological communities which will
limit works, and may prevent construction, furthermore any stormwater runoff
from hard surfaces that is discharged to this area will be required to be
treated first using stormwater treatment devices.
The long-term drainage strategy
should consider expanding the absorption pit strategy and include consideration
of short-term measures such as increasing the effectiveness of the current
absorption system by modifying the eight existing, concrete lined pits into
absorption pits. This will more than double the stormwater infiltration
capacity at Quay Road.
The locations of the eight
stormwater pits that could be modified into absorption pits are shown in Figure
8 below:
Figure
8 – location of proposed pits to be modified to absorption pits
The ultimate arrangement may be a combination of gravity
drained pipe outlets and absorption pits.
The cost to engage an external
consultant to undertake the strategy which would include detailed
investigations and environmental studies would be in the order of $80,000.
Community Engagement
No community engagement has been
undertaken in the preparation of this report; however, the proposed Draft
Interim Policy would be advertised in accordance with Council’s practice
on developing new policies.
A consultation plan for a Long
Term Drainage Strategy would be proposed when the draft plan is presented for
Council to endorse before any consultation begins.
Policy Implications
Nil at this stage. When the
Draft Interim Policy is reported back to Council for consideration, if adopted,
it will have an impact on proposed infill or redevelopment in residential zoned
lots if the lots are not serviced by an underground stormwater system in the
lots road network.
Financial Implications
Nil for this financial year. Scheduled
maintenance to desilt the eight absorption pits will be completed before the
end of this financial year from the existing maintenance allocation
although the $6,560 maintenance exercise in Callala is not funded. Other
initiatives in this report are the subject of further budget deliberations.
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Strategy and
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SA21.89 North
Mollymook Beach - Car Parking & Pedestrian Access / Safety
HPERM Ref: D20/349606
Department: Works
& Services
Approver: Paul
Keech, Director - City Services
Reason for Report
The
purpose of this report is to update Council on how best to manage pedestrian
and carparking at the North End of Mollymook Beach, to achieve improved
safety and amenity for all.
|
Recommendation
That:
1. Council allocate $40,000 (2021/2022)
towards the preparation of a Masterplan (including Community Consultation)
which will enable better management of pedestrians and carparking at the
North End of Mollymook Beach, to achieve
improved safety and amenity for all – noting that the Master Planning
process will:
a. Include an investigation on how best
to manage pedestrian and carparking at the northern end of Mollymook Beach on
Mitchell Parade at the top of the beach access stairway.
b. At the northern end of Mollymook
Beach on Mitchell Parade, investigate the possibilities of opening the
western side of Mollymoke Creek Reserve to overflow parking during the peak
tourist season.
c. Include an investigation on how best
to manage pedestrian and carparking around the corner at the North Mollymook
Tallwood Avenue Shops which is described by residents as a motoring and
pedestrian hazard.
d. At the northern end of Mollymook
Beach on Carroll Avenue investigate the possibilities of opening the parking
area in ‘Bill Andriske Oval’ to overflow parking during peak
tourist season.
2. A draft Masterplan be considered at
a future meeting of Council with a view to adoption and allocating further
funds to prepare project plans that are ‘shovel ready’ to assist
future funding considerations including possible grant applications.
|
Options
1. Council adopts
the recommendation as written above.
Implications: The completion of a Masterplan will
provide Council with short and long term solutions to pedestrian, parking and
traffic issues at the northern end of Mollymook Beach.
2. Council reject
the recommendation.
Implications: Pedestrian safety, parking and
traffic issues raised in MIN20.418 will remain unresolved.
Background
At the Ordinary Meeting on 23 June 2020 Council resolved
as follows (MIN20.418):
That the CEO prepare a report to a future Strategy and
Assets Committee Meeting on how best to manage pedestrian and carparking at the
North End of Mollymook Beach, to achieve improved safety and amenity for all,
with a view to preparing a plan that is ‘shovel ready’ in the short
term for future funding consideration including possible grant applications,
the report should have.
1. Include
an investigation on how best to manage pedestrian and carparking at the
northern end of Mollymook Beach on Mitchell Parade at the top of the beach
access stairway.
2. At
the northern end of Mollymook Beach on Mitchell Parade, investigate the
possibilities of opening the western side of Mollymoke Creek Reserve to
overflow parking during the peak tourist season.
3. Include
an investigation on how best to manage pedestrian and carparking around the
corner at the North Mollymook Tallwood Avenue Shops which is described by
residents as a motoring and pedestrian hazard.
4. At
the northern end of Mollymook Beach on Carroll Avenue investigate the
possibilities of opening the parking area in ‘Bill Andriske Oval’
to overflow parking during peak tourist season.
The following is a short commentary on each of the sites
raised in MIN20.418
Eastern side of Mitchell Parade
fronting properties #128 to #174
Cars currently park informally along
eastern side of Mitchell Parade fronting properties #128 to #174, as parking
control signs are not present. The occupants of the vehicles do not comply with
Road Rule 197, which prohibits
parking on footpaths and nature strips, when they angle park on the
nature strip forcing pedestrians to walk on the road between parked cars and
traffic.
Conditions worsen over the
summer months when parking and pedestrian volumes are at their highest levels.
Preliminary investigations have shown that angle parking can be achieved
provided the road is narrowed and or no parking is provided on the western side
of the road.
A shared user path would need to
be provided on the western side of road if angle parking is provided on the eastern
side. This has previously been determined as the most practical solution,
however property owners on the western side have in the past objected strongly
to a proposed path on the western side, or to any proposal that may result in
reduced parking on their verges over summer. Investigations, including design
and community consultation are required to determine the best options available
for parking and pedestrians.
Mollymoke Creek Reserve
Under the SLEP parking is permissible on the reserve (Lot 1
DP 222936) subject to preparation of a masterplan and associated planning
investigations. The reserve is located on the western side of Mitchell Parade
and contains a small and isolated bushland remnant comprising the endangered
ecological communities Bangalay Sand Forest of the Sydney Basin and South East
Corner Bioregion and Swamp sclerophyll Forest on Coastal Floodplains of the
North Coast, Sydney Basin and South East Corner Bioregions. Both communities
are listed in the Schedules of the NSW Biodiversity Conservation Act 2016.
Threats to these communities are listed by the NSW Scientific
Committee and include habitat loss, degradation and fragmentation by coastal
development, associated edge effects, infrastructure and recreational
activities e.g. beach access. Pollution and sedimentation from runoff are a
recognised threat to Swamp Sclerophyll Forest. A dirt car park is likely to
exacerbate sedimentation into this community.
The existing overflow parking area within the reserve (Lot
252 DP 218275), on the eastern side of Mitchell Pde adjacent to Mollymoke Farm
Creek, currently has space for approximately 40 parked cars. The grassed
surface and vegetation have been destroyed by cars parking and the surface is
now bare dirt. The dirt car park is in close proximity to Mollymoke Farm Creek.
Formalising the existing informal dirt car park on the eastern side would
increase car parking capacity and protect Mollymoke Farm Creek by reducing
sediment runoff.
North Mollymook
Tallwood Avenue Shops
Tallwood Avenue between Mitchell
Parade and Carrol Avenue has concrete footpaths on both sides of the street, a
raised pedestrian crossing, on street Parallel Parking, off street car parks on
both the south and north side of Mitchell Parade servicing shops, bus shelters
on both sides of street. The Mollymook shops area during peak holiday periods
is busy like many other coastal locations. Increasing accessibility to the
beach, improving pedestrian facilities and increasing parking capacity in the
area has increased vehicle and pedestrian activity. The existing raised
pedestrian crossing has slowed traffic speeds. Further reduction in traffic
speed, and better management of traffic and pedestrian activity at the
intersection could be achieved by the installation of a roundabout, which has
previously been considered, and remains an option, subject to funding. Traffic
studies, design and consultation will be required.
Bill Andriske Oval
The existing car park within
‘Bill Andriske Oval’ is not well formed and both ends are built on
fill, cars get bogged during wet weather. The car park is locked to prohibit
vandalism, graffiti, broken lights, damage & ruts to the field. Works to
improve car park pavement and security would be required if used for overflow
parking. The Bill Andriske Management Committee do not support use of oval car
park for overflow parking and has previously considered and rejected this
option, with alternative recommendation favoured to instead consider
formalising angled car parking along Carrol Avenue fronting the reserve. This
too remains an option, subject to funding.
Consideration
“How best to manage
pedestrian and carparking at the North End of Mollymook Beach” is a
complex matter with many competing interests. Compromise and thus a clear
solution has been unachievable to date.
Given the various options and
competing interests a Master Planning process is considered the best way
forward to achieve the “shovel ready” state. This will require
funding and time thus it is proposed:
That Council allocate $40,000 (2021/2022)
towards the preparation of a Masterplan (including Community Consultation)
which will enable better management of pedestrians and carparking at the North
End of Mollymook Beach.
Community Engagement
Nil in the developing of this
report; however, it will be extensive during the preparation of the Master Plan
if Council adopts the recommendation.
Policy Implications
Nil.
Financial Implications
The $40,000 could be considered
as an additional project to be added to the Draft 2021/22 DPOP budget following
the closing of the public advertising process.
Risk Implications
Typical risks associated with
illegal, informal and busy holiday parking.
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SA21.90 Mollymook
Outriggers Club - Storage Site Location
HPERM Ref: D20/397239
Department: Works
& Services
Approver: Paul
Keech, Director - City Services
Attachments: 1. Suggested
Site Locations - Barker, Wallaroy, Ireland, Cooper, Maria, MacDonald, Lions
Park, Holiday Haven ⇩
2. Suggested
Site Locations - Kings Point ⇩
3. Suggested
Site Locations - Ulladulla Harbour ⇩
4. Barkers Reserve Storage Shed ⇩
Reason for Report
Mollymook Outriggers Club is
seeking Council assistance to identify a suitable site for outrigger boat
storage.
|
Recommendation
That
Council, following an extensive and unsuccessful search of sites in the
Ulladulla Region to accommodate the Mollymook
Outriggers Club’s storage needs:
1. Support the Club’s quest to
obtain approval from the Crown to build a boat shed next to the Coastal
Patrol Building at Ulladulla Harbour.
2. Add $5,000 to the 2021/2022 draft
budget (noting that the draft budget is currently on public exhibition) as
Council’s contribution to any documentation or studies or plans that
are required for the Crown Lands process as determined by the CEO (Director
City Services).
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Options
1. Preferred: That
following an extensive and unsuccessful search of sites in the Ulladulla
Region, to accommodate the Mollymook Outriggers Club’s storage needs, Council
support the Club’s quest to obtain approval from
the Crown to build a boat shed next to the Coastal Patrol Building at Ulladulla
Harbour, and add $5,000 to the 2021/2022 draft budget (noting that the draft
budget is currently on public exhibition) as Council’s contribution to
any documentation or studies or plans that are required for the Crown Lands process
as determined by the CEO (Director City Services).
Implications:
The EOI process may see high interest in the site.
If the application were to be successful there would be
ongoing fees and charges to the Crown.
If the Club is unsuccessful in this endeavour Council may
need to consider option 2.
2. Council
undertake a Masterplan process (involving Community Consultation) for Barkers
Reserve seeking to provide a park that the local community will be proud of and
regularly utilise and that incorporates a modest and suitably located public
canoe storage facility/arrangement, preferably in conjunction with a public
amenity building. Estimated cost of $25,000 for the Masterplan to be added to
the 2021/2022 draft budget (noting that the draft budget is currently on public
exhibition).
Implications:
This has consistently been the Mollymook Outriggers Club
preferred location for the proposed facility.
If the Ulladulla Harbour option does not eventuate it is
likely we will be back here.
Given feedback from the DA process, there may be community
positions that oppose any “formal” use of Barkers Reserve no matter
what size.
The resolution for this option would be along the lines
of:
That Council, following an
extensive and unsuccessful search of sites in the Ulladulla Region, to
accommodate the Mollymook Outriggers Club’s storage needs:
Allocates $25,000 (2021/2022)
towards the preparation of a Masterplan (including Community Consultation) for
Barkers Reserve. The Master planning process will;
Seek to provide a park that
the local community will be proud of and regularly utilise which incorporates a
modest and suitably located public water access and canoe storage
facility/arrangement, preferably in conjunction with a public amenity building.
The Masterplan will be considered
at a future meeting of Council, with a view to adopting the Masterplan and
allocating funds to prepare a plan that is ‘shovel ready’ to assist
future funding considerations, including possible grant applications.
3. Advise the Mollymook
Outriggers Club that after an extensive search of public land no suitable site
exists to serve their needs and the wider needs of others in the community and
that for now Council will take no further action in this matter. In the
meantime, the Barker Reserve will be managed in accordance with its current
“generic” masterplan.
Implications:
The Mollymook Outriggers Club will not be happy with this
option however it is likely to generate further community discussion and if a
possible solution surfaces, as a result of these community discussions, Council
could consider this possible solution.
Background
The Mollymook Outriggers Club
was established almost 16 years ago and has been training out of Barker Reserve
since then. They have sought a safe and secure storage area for canoes for many
years. Approximately three years ago, they intensified their commitment to
obtaining a storage area and obtained a $50,000 grant as a contribution towards
the construction of a boatshed. For the purposes of the grant the Barker
Reserve was the site selected. The Mollymook Outriggers Club submitted a
Development Application (DA19/1897) to construct a storage shed at Barkers
Reserve and council subsequently rejected the application.
A copy of the artists impressions
for the boatshed that were attached to the Development Application are provided
in Attachment 4.
Key aspects of the application
are summarised below:
· The application
proposed the relocation of the children’s playground within the reserve
and construction of a boat shed for the storage of the club’s outrigger
canoes.
· The proposed
boatshed slab would have occupied an area (18m x 15.92m) comprising a total
floor area of 286m².
· The boat shed
proposes to integrate two shipping containers into the design.
o The shipping containers will
be in an L-shaped configuration on the northern and eastern elevations and will
be clad in timber.
o A Versiclad metal roof will
cover the area inside the L-shaped shipping containers.
o A two metre high powder coated
steel picket fence will be located on the perimeter of the slab where there are
no solid walls;
o Despite the shipping
containers and the roof, the building will essentially be open in design and
will not be enclosed by solid walls except for shipping containers on part of
the northern and eastern elevations.
o The shipping containers will
be utilised for the storage of equipment whilst the larger open area under the
roof is for storage of the 6-person outrigger canoes.
o An identification sign is
proposed to the northern elevation.
· The proposed
boatshed has an overall maximum building height of 4.27 metres to the top of
the pitched roof but with a predominant wall height of 2.87 metres being the
maximum height of the shipping containers.
· The existing
playground is required to be removed to accommodate the boat house and the
proponents are relocating the playground further north of its current location
and installing a new playground in consultation with Council’s Recreation
Section.
· No vegetation
removal is required.
The reasons for Council
rejecting the application were as follows:
The application was recommended
for approval at the Development & Environment Committee meeting on 7 April
2020. The initial resolution was to refuse the application, and a Rescission
Motion was lodged that rescinded the resolution and deferred the matter to a
subsequent meeting.
The following resolution was
passed at the Ordinary Meeting of 12 May 2020 (MIN20.343):
1. Work with the
Mollymook Outriggers Canoe Club to find an alternative location.
2. Refuse DA19/1897 Lake
View Dr Burrill Lake, Lot A DP 21307 on the basis that the proposed Development
constitutes overuse of the site and it is not in the public interest.
Council staff attended an
on-site meeting with Mollymook Outriggers Club representatives on 2 July 2020
to assess the suitability of other sites for the clubs proposed storage
facility. The sites assessed are shown in Attachments 1, 2 & 3.
The sites and their positive and
negative characteristics are provided in the following table.
|
Site
|
Positive Aspects
|
Negative Aspects
|
|
(b) Ireland St Reserve.
Lot 35 DP262421
|
Proximity to open water
Large Reserve
Sandy Beach
|
Narrow Channel, high
tidal flows, Ireland St residents likely to object similar to Barkers Reserve
|
|
c) Cooper Creek Reserve
Lot 381 DP15648
|
Outside narrow channel
area
|
Creek within reserve
makes shoreline inaccessible, Small Reserve, Residents close by likely to
object, Rocky shoreline
|
|
d) MacDonald Pde
Reserve
Lot 353-380 DP15648
|
|
Wide saltmarsh
shoreline,
Wide sand flat will
make canoe launching very difficult,
Residents likely to
object
|
|
e) Holiday Haven Lake
Tabourie Lot 7002 DP1050294
|
|
Need to use narrow
channel to access main lake,
No room for a boatshed
on that side of the lake,
Sand flat is extensive
at low tide, will make canoe launching impossible.
|
|
(f) Maria Ave Boat Ramp
Lot10 DP218555
|
|
Saltmarsh shoreline,
Rocky shoreline, Narrow channel, high tidal flow velocities create difficulties
for canoe users, Residents likely to object
|
|
(g) Lions Park
Part Lot 4 DP1205656
|
No nearby residents
|
Wide saltmarsh
shoreline
- Narrow channel, high
tidal flow velocities create difficulties for canoe users. Launching in the
middle of a fast flowing tidal stream and getting paddlers to get into/out of
a canoe in deep fast flowing water is difficult and dangerous.
- It would eliminate at
the least the social and junior paddlers in the club.
- residential places
all the way along the channel which runs alongside McDonald Pde would be
impacted
|
|
(h) Wallaroy Dr Reserve
Lot 174 DP209662
|
Outside narrow channel
area
|
Close Proximity to
Residents, requires access road construction, Large are of saltmarsh
and vegetation requires removal
|
|
(i) Kings Point Ski
Club
Lot 381 DP821410
|
No nearby residents
|
Steep concrete ramp and
a rock wall has been built alongside a deep water frontage not a safe or
desirable arrangement for 40ft long outrigger canoes,
Canoes need to be
launched by hand - not a good location. The canoes are taken into and out of
the water by team of paddlers - they are not, and cannot be, winched up or
down the existing steep concrete ramp. The use of a trolley to move the
canoes into the lake would result in a runaway canoe on launching and would
be near impossible to push back up the ramp. The deep water rock frontage is
also completely unsuitable for getting into and out of boats. It is an unsafe
option.
- Dangerous mixing
powered boats with canoes. RMS may not permit.
|
|
(j) Reserve –
Kings Point
Lot 390 DP1088769
|
|
Jetty and boat mooring
conflicts, vegetation clearing required, residents would object strongly
|
|
(k) Reserve –
Kings Point
Lot 126 DP 792950
|
|
Jetty and boat mooring
conflicts, vegetation clearing required, residents would object strongly
|
|
(l) Reserve - Kings
Point
Lot 11 DP 738457
|
|
Jetty and boat mooring
conflicts, Residents would object strongly
|
|
(m) Reserve - Kings
Point Lot 92A DP 28562
|
|
Steep topography,
inaccessible, residents would object strongly
|
|
(n) Reserve - Kings
Point
Lot 166 DP 755967
|
|
Steep topography,
inaccessible, residents would object strongly
|
|
(o) Reserve - Ulladulla
Harbour
Lot 1 DP 537126
Lot 2 DP 526958
Lot 53 DP 828221
Lot 52 DP 828221
|
Central location good
for club members, Harbour provides flat water and access to ocean paddling
|
Small site with many
stakeholders likely to object. Nearby commercial properties and fishing co-op
will most likely be unsupportive. Could conflict with future boardwalk
extension.
|
|
(p) Reserve - Ulladulla
Harbour
Lot 7040 DP 1045201
|
Central location good
for club members, Harbour provides flat water and access to ocean paddling
|
Small site with many
stakeholders likely to object. Nearby commercial properties and fishing co-op
will most likely be unsupportive. Could conflict with future boardwalk
extension.
|
It was concluded that other
alternative sites at Burrill Lake do not meet the needs of the Mollymook
Outriggers Club and that Barkers Reserve is the clubs preferred location to
store canoes.
With no clear
“winner” after these site visits a Crown Land site at the Ulladulla
Harbour was identified as worthy of further consideration.
Following the site investigation Council and the club have
obtained comments from Crown Lands regarding construction of a storage shed
adjacent or attached to the Ulladulla Coastal Patrol building over Lot 331 DP
40637.
Crown Lands have advised that a
future tenure over the Ulladulla Harbour site, Lot 331 DP 40637, will need to
be identified via a public Expression of Interest or competition process.
The Crown has not provided any further details of the
competition process or when it will commence. Crown Land also advised the
following:
1. There are
no Aboriginal Land Claims over the site.
2. Crown
Lands consent would be required to lodge a DA for Council to consider.
3. If the DA
has been determined/consent granted, the club would then need to lodge a
licence application.
4. Construction
could not commence until a licence has been granted.
5. There are
likely to be annual licence fees involved.
Community Engagement
In developing this report,
extensive engagement has been undertaken with office bearers of the Outriggers
Club as well as the Crown with regard to the option of land at the Ulladulla
Harbour.
After discussions with
representatives from Mollymook Outriggers Clubs it is understood that:
The Outriggers
Club is keen to pursue the Ulladulla Harbour option. They plan to submit an EOI
for 5yr lease and they would build a shed if given the opportunity even though
they may need to shift at end of lease. The shed would be basic compared to
Barker Reserve proposal. It would be sympathetic / similar to Coastal Patrol
building.
30 June is
cut-off date for Outriggers $50k grant. If they happen to get the lease the
grant cut-off date may be able to be extended.
Should Council adopt Option 2 community
consultation will be a key feature in the preparation of the Masterplan, and
given the “spirit” of the previous DA considerations, the process
may not achieve a consensus position.
Policy Implications
Nil
Financial Implications
The $5,000 for Crown Lands
processes (or $25,000 for the preparation of the Masterplan) could be
considered as an additional project to be added to the Draft 21/22 DPOP budget
following the closing of the public advertising process.
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SA21.91 Proposed
Road Closure & Sale - Broughton Vale Road Broughton Vale
HPERM Ref: D21/56320
Department: Technical
Services
Approver: Stephen
Dunshea, Chief Executive Officer
Attachments: 1. Aerial
Plan ⇩
Reason for Report
This report provides Council
with an opportunity to consider approving the closure of part of the unformed
road known as Broughton Vale Road, Broughton Vale which traverses through
privately owned land being Lot 19 DP 1264739 as shown in Attachment 1 (D21/56393)
with an intention to sell same to the adjoining owners V Wasp Pty Ltd.
|
Recommendation
That
Council
1. Close the unformed part of Broughton
Vale Road, Broughton Vale, being approximately 1,500m in length as shown in
Attachment 1 (D21/56393) by a notice published in the Government Gazette as
the road reserve is effectively landlocked.
2. Authorise
the sale of the closed road to V Wasp Pty Ltd (adjoining property owner) for
$37,700 + GST (if applicable) and the proceeds from
the sale be allocated to the Property Reserve.
3. Require the portion comprised in the
road closure be consolidated into one lot with the parent Lot being Lot 19 DP
1264739.
4. Require all costs associated with
the road closure and sale to be borne by V Wasp Pty Ltd.
5. Authorise the Chief Executive
officer to sign any documentation required to give effect to this Resolution
and to affix the Common Seal of the Council of the City of Shoalhaven to all
documentation required to be sealed.
|
Options
1. Resolve as
Recommended
Implications: Council will receive a compensation
of $37,700 + GST if applicable, and this will allow for unusable road reserve
to be consolidated with the adjoining landowners property.
2. Not Resolve as
Recommended
Implications: The responsibilities for maintenance
of the unconstructed surplus road reserve will remain in Council ownership.
This maintenance will prove costly as the property owners are requesting
Council to maintain the road to a standard that will allow for heavy horse
transport vehicles to traverse this section of road.
Background
In February 2020, Council
received an application to close and purchase part of an unconstructed surplus
road reserve by the owners of 350 Broughton Vale Road Broughton Vale, being V
Wasp Pty Ltd.
A road status search revealed
the road reserve was dedicated as a Public Council Road under the Police
Offences Act 1901 and will vest in Council upon closure.
This property is used as a horse
stud known as Sunninghill Park. The road reserve commences at the
southern boundary of Sunninghill Park, traversing the land to an unformed Crown
Road Reserve. The East and West boundaries are also owned by V Wasp Pty Ltd.
The portion of road reserve is
effectively landlocked with no other physical access available due to the
terrain and therefore is not used by the general public other than the property
owner.
Once closed, the road reserve
will be sold to V Wasp Pty Ltd for a sum of $37,700 + GST (if applicable) as
recommended in the Valuation by Shoalhaven Property Valuers dated 18 August
2020. The Land will be consolidated with the existing land holding of V
Wasp Pty Ltd.
V Wasp Pty Ltd have agreed to pay the compensation amount of
$37,700 and all associated costs with the road closure and sale via email dated
13 February 2020.
Community Engagement
In accordance with Roads Act
1992, Sec 38B, Council notified all adjoining landowners and Notifiable
Authorities. An advertisement was placed in the South Coast Register on
16 December 2020 allowing 28 days for submissions. No objections
received.
Policy Implications
Not applicable.
Financial Implications
Council will receive compensation in the amount of $37,700 +
GST (if applicable) as determined by the Valuation prepared by Shoalhaven
Property Valuers dated 18 August 2020.
All costs associated with the
Road Closure process and sale are payable by the applicant and at no cost to
Council.
Risk Implications
Not applicable.
|
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Strategy and
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Strategy and
Assets Committee – Tuesday 18 May 2021
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SA21.92 Community
Fire Unit (CFU) - Bendalong / Manyana / Cunjurong Point / Berringer Lake - RFS
- Report Request - Future Vacant Bendalong Station
HPERM Ref: D21/67104
Department: Technical
Services
Approver: Paul
Keech, Director - City Services
Reason for Report
To provide further clarification
on engagement between the Red Head Villages Association and the
Shoalhaven RFS Management on Community Fire Units and the future of the fire station
asset at Bendalong.
|
Recommendation
(Item to be determined under delegated authority)
That
the Strategy and Assets Committee note that the
existing Bendalong Rural Fire Station is still in operation. The RFS and
Council have identified the need for a new facility at Manyana and a BLER
grant application has been submitted. Considering the events of last
year the RFS have advised that the existing station will remain operational
until a replacement is built.
|
Options
Nil
Background
At its meeting on 8 December 2020
Strategy & Assets Committee:
RESOLVED (Clr Gash / Clr Levett) MIN20.910
That Council
1. Note
that the Red Head Villages Association and the Rural Fire Service have been in
contact with each other and discussions around the possibility of establishing
of a Community Fire Unit have commenced.
2. Write
to the Red Head Villages Association advising that Council understands that
they are engaging with the RFS management in respect to the possibility of
establishing of a Community Fire Unit on the local area.
3. Receive
a report from the CEO on the future of the vacated fire station asset at
Bendalong.
In response to the above
resolution:
1. The
Read Head Villages Association and the Rural Fire Service have been in contact
with each other and discussions around the possibility of establishment of a
Community Fire Unit have commenced.
2. Council
has written to the Read Head Villages Association confirming that the
Association are engaging with RFS management in respect to the possibility of
establishment of a Community Fire Unit in their area.
3. The
existing Bendalong Rural Fire Station is still in operation. The RFS and
Council have identified the need for a new facility at Manyana and a BLER grant
application has been submitted. Considering the events of last year the
RFS have advised that the existing station will remain operational until a
replacement is built.
Community Engagement
Nil
Policy Implications
Nil
Financial Implications
Nil
Risk Implications
Nil
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Strategy and
Assets Committee – Tuesday 18 May 2021
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SA21.93 Tenders
- Basin Walk - Stage 2
HPERM Ref: D21/153641
Department: Technical
Services
Approver: Paul
Keech, Director - City Services
Reason for Report
To inform Council of the tender
process for Tender 66180E Basin Walk – Stage 2.
In accordance with Section
10A(2)(d)(i) of the Local Government Act 1993, some information should remain
confidential as it would, if disclosed, prejudice the commercial position of
the person who supplied it. It is not in the public interest to disclose this
information as it may reveal commercial-in-confidence provisions of a contract,
diminish the competitive commercial value of any information to any person
and/or prejudice any person’s legitimate business, commercial,
professional, or financial interests. This information will be considered under
a separate confidential report.
|
Recommendation
(Item to be determined under delegated authority)
That Council consider a
separate confidential report for the Basin Walk Stage 2 Tender in accordance
with Section 10A(2)(d)(i) of the Local Government Act 1993.
|
Options
1. Accept the
recommendation and consider the matter in a confidential setting.
2. Defer the matter
to a Councillor Briefing.
Details
The Basin Walk is one of the
Sustainable Tourism projects funded via the Restart NSW Infrastructure Grant
and Shoalhaven City Council. Stage One of the Basin Walk is the concrete
shared path along Sanctuary Point Road and Stage Two is an upgrade of the
existing Basin Walking track from Ray Brooks Reserve, Palm Beach to The Wool
Lane at St Georges Basin utilising a series of gravel paths and raised
composite boardwalks.
Tenders Received
Tenders were received from the following:
|
Tenderer
|
Location
|
|
Civic & Civic Group Pty Ltd
|
Kingston, ACT
|
|
Frontier Assembly
|
Wishart, Qld
|
|
Fulton Hogan Industries Pty Ltd
|
Unanderra, NSW
|
|
GC Civil Contracting Pty Ltd
|
Unanderra, NSW
|
|
Jirgens Civil Pty Ltd
|
South Nowra, NSW
|
|
Select Civil Pty Ltd
|
Kembla Grange, NSW
|
Details relating the evaluation
of the tenders are contained in the confidential report.
Community Engagement:
Community engagement was undertaken via Council’s
‘Get Involved’ page which also included a survey. In addition,
a monthly newsletter is produced to keep the community and CCB’s informed
of the Sustainable Tourism Projects progress.
Policy Implications:
Nil for this report.
Financial Implications:
Refer to Confidential Report.
Risk Implications:
Refer to Confidential Report.
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Strategy and
Assets Committee – Tuesday 18 May 2021
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SA21.94 Tenders
- Management & Operation of Holiday Haven White Sands
HPERM Ref: D21/159467
Department: Commercial
Services
Approver: Paul
Keech, Director - City Services
Reason for Report
To inform Council of the tender
process for Management and Operation – Holiday Haven White Sands.
In accordance with Section
10A(2)(d)(i) of the Local Government Act 1993, some information should remain
confidential as it would, if disclosed, prejudice the commercial position of
the person who supplied it. It is not in the public interest to disclose this
information as it may reveal commercial-in-confidence provisions of a contract,
diminish the competitive commercial value of any information to any person
and/or prejudice any person’s legitimate business, commercial,
professional or financial interests. This information will be considered under
a separate confidential report.
|
Recommendation
That Council consider a
separate confidential report in accordance with Section 10A(2)(d)(i) of the
Local Government Act 1993.
|
Options
1. Accept the
recommendation as presented.
Implications: Consider a separate confidential report on the
matter.
2. Defer a determination/decision
on the matter pending discussion at a Councillor Briefing.
Implications: This is not recommended as an extensive tender
evaluation has been undertaken.
Details
The tender for the management
and operation of Holiday Haven White Sands was advertised on 1 March 2021 and
closed on 30 March 2021.
At the closing date, four (2)
tenders had been received and were then assessed; the outcome of the evaluation
is in the confidential report.
Tenders Received
Tenders were received from the following:
|
Tenderer
|
Location
|
|
Arndell Industries Pty Ltd
|
Huskisson
|
|
Stay With Us Pty Ltd
|
Huskisson
|
Details relating the evaluation
of the tenders are contained in the confidential report.
Community Engagement:
The tender process for the
appointment of a management contractor to Council’s Holiday Haven Park at
White Sands has been followed within the requirements of the provisions of the
Local Government Act.
Financial Implications:
Financial aspects of the
management contracts for Council’s commercially operated Holiday Parks
are a balance between sufficient funds for the contractor to provide a prudent
level of staffing and equipment to effectively operate these complex
properties, and the need for Council to obtain the best value for money.
Holiday Haven considers the cost of operating these properties carefully in
order to maintain an adequate business benefit to Council and a return to the
Contractor that ensures the properties are operated and maintained for Council
to the required industry standards.
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Strategy and
Assets Committee – Tuesday 18 May 2021
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SA21.95 Tenders
- Management & Operation of Holiday Haven Lake Tabourie
HPERM Ref: D21/160695
Department: Commercial
Services
Approver: Paul
Keech, Director - City Services
Reason for Report
To inform Council of the tender
process for Management and Operation – Holiday Haven Lake Tabourie.
In accordance with Section
10A(2)(d)(i) of the Local Government Act 1993, some information should remain
confidential as it would, if disclosed, prejudice the commercial position of
the person who supplied it. It is not in the public interest to disclose this
information as it may reveal commercial-in-confidence provisions of a contract,
diminish the competitive commercial value of any information to any person
and/or prejudice any person’s legitimate business, commercial,
professional or financial interests. This information will be considered under
a separate confidential report.
|
Recommendation
That Council consider a
separate confidential report in accordance with Section 10A(2)(d)(i) of the
Local Government Act 1993.
|
Options
1. Accept the
recommendation as presented.
Implications: Consider a separate confidential report on the
matter.
2. Defer a determination/decision
on the matter pending discussion at a Councillor Briefing.
Implications: This is not recommended as an extensive tender
evaluation has been undertaken.
Details
The tender for the management
and operation of Holiday Haven Lake Tabourie was advertised on 1 March 2021 and
closed on 30 March 2021.
At the closing date, three (3)
tenders had been received and were then assessed; the outcome of the evaluation
is in the confidential report.
Tenders Received
Tenders were received from the following:
|
Tenderer
|
Location
|
|
LTPO Pty Ltd
|
Lake Tabourie
|
|
OzGypsies (To be registered)
|
Wollongong
|
|
Paul Windshuttle Lawns and
Gardens Pty Ltd
|
Ulladulla
|
Details relating the evaluation
of the tenders are contained in the confidential report.
Community Engagement:
The tender process for the
appointment of a management contractor to Council’s Holiday Haven Park at
Lake Tabourie has been followed within the requirements of the provisions of
the Local Government Act.
Financial Implications:
Financial aspects of the
management contracts for Council’s commercially operated Holiday Parks
are a balance between sufficient funds for the contractor to provide a prudent
level of staffing and equipment to effectively operate these complex properties,
and the need for Council to obtain the best value for money. Holiday Haven
considers the cost of operating these properties carefully in order to maintain
an adequate business benefit to Council and a return to the Contractor that
ensures the properties are operated and maintained for Council to the required
industry standards.
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Strategy and
Assets Committee – Tuesday 18 May 2021
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SA21.96 Tenders
- Management and Operation of Holiday Haven Currarong
HPERM Ref: D21/167718
Department: Commercial
Services
Approver: Paul
Keech, Director - City Services
Reason for Report
To inform Council of the tender
process for Management and Operation - Holiday Haven Currarong.
In accordance with Section
10A(2)(d)(i) of the Local Government Act 1993, some information should remain
confidential as it would, if disclosed, prejudice the commercial position of
the person who supplied it. It is not in the public interest to disclose this
information as it may reveal commercial-in-confidence provisions of a contract,
diminish the competitive commercial value of any information to any person
and/or prejudice any person’s legitimate business, commercial,
professional or financial interests. This information will be considered under
a separate confidential report.
|
Recommendation
That Council consider a
separate confidential report in accordance with Section 10A(2)(d)(i) of the
Local Government Act 1993.
|
Options
1. Accept the
recommendation as presented.
Implications: Consider a separate confidential report on the
matter.
2. Defer a determination
or decision on the matter pending discussion at a Councillor Briefing.
Implications: This is not recommended as an extensive tender
evaluation has been undertaken.
Details
The tender for the management
and operation of Holiday Haven Currarong was advertised on 1 March 2021 and
closed on 30 March 2021.
At the closing date, three (3)
tenders had been received and were then assessed; the outcome of the evaluation
is in the confidential report.
Tenders Received
Tenders were received from the following:
|
Tenderer
|
Location
|
|
Bellfive Pty Ltd
|
Currarong
|
|
OzGypsies (To be registered)
|
Wollongong
|
|
Paul & Maria Harrod Family
Trust
|
Warilla
|
Details relating the evaluation
of the tenders are contained in the confidential report.
Community Engagement:
The tender process for the
appointment of a management contractor to Council’s Holiday Haven Park at
Currarong has been followed within the requirements of the provisions of the
Local Government Act.
Financial Implications:
Financial aspects of the
management contracts for Council’s commercially operated Holiday Parks
are a balance between sufficient funds for the contractor to provide a prudent
level of staffing and equipment to effectively operate these complex
properties, and the need for Council to obtain the best value for money.
Holiday Haven considers the cost of operating these properties carefully in
order to maintain an adequate business benefit to Council and a return to the
Contractor that ensures the properties are operated and maintained for Council
to the required industry standards.
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Strategy and
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SA21.97 12
Month Update of Electric Vehicle Trial
HPERM Ref: D21/157431
Department: Commercial
Services
Approver: Paul
Keech, Director - City Services
Attachments: 1. Staff
Survey Responses ⇩
Reason for Report
The reason for this report is to
advise of the first year findings on the two year electric vehicle trial. At
this stage in the trial, it is too early to report on the scope for additional electric
vehicles / hybrid vehicles and Council’s strategy for installing charging
systems for its fleet and/or assets. These matters will be reported at the end
of the trial.
|
Recommendation (Item to be determined under delegated authority)
That Council note that after the first twelve months the trial
has produced the following data:
· Electric vehicles are well suited for pool vehicles that
are typically used for short, local journeys.
· Operators find the vehicles comfortable, safe and
drivable.
· The range is a concern being 44% below specification.
· Airconditioning and lights markedly impact the range.
· The recharge is time consuming with fast charges still
requiring ~9 hours.
· Greenhouse gas generation is markedly below comparator
vehicles.
· Operational cost including depreciation is markedly more
than comparator vehicles.
· Servicing in Sydney is a further demonstration of market
maturity and limited vehicle numbers resulting in increased cost and reduced
availability.
|
Options
1. That Council receive the report for
information (recommended)
Implications: Council will receive a further trial
report following the conclusion of the two year period.
2. Resolve an alternative and detail the
requirements (not recommended)
Implications: This is a point in time report which
will be informed by the second year of the trial This additional data will
enable greater definition for options on the way forward.
Background
At the Ordinary Meeting on 13 November 2018 Council resolved
as follows (MIN18.916):
That the General Manager
1. Undertake
a two year trial of Electric Vehicles in Council’s Fleet by purchasing up
to three such vehicles (including one for the Mayor in accordance with
Council’s adopted Policy) and report the findings back to Council at the
end of each year of the trial.
2. At
the conclusion of Year 1 submit a report addressing the scope for additional
Electric Vehicles / hybrid vehicles.
3. In the Year 1
report address Council’s strategy for installing charging systems for its
fleet and/or assets.
In June 2019 Council purchased
three Hyundai Kona’s full electric vehicles. Two vehicles were allocated
as pool vehicles for Council staff use, with the third allocated as the Mayoral
Vehicle.
To date, the vehicles have
travelled a total of 43,000kms
1. 17,000 km
2. 18,500 km
3. 7,319 km
To increase/balance utilisation,
Fleet Services have been rotating the three vehicles between Bomaderry,
Ulladulla, Nowra and the vehicle allocated to the Mayor.
The pool vehicles are used by
staff for Council purposes and travelled an average of 30kms a day during the
first twelve months.
This point in time report
relates to the 12 months to June 2020. The next report will be completed in
late 2021.
Consideration
Range
The vehicles have achieved a
reported maximum range of 300kms before requiring charging, approximately 44%
less than the advertised maximum range of 449kms (like fuel efficiency ratings,
this is only achieved in laboratory settings).
Typical usage between overnight
charges is 100-150kms.
Charge times for domestic power
supply is up to 23 hours, this can be reduced to 9 hours with purchase of
“fast charger” from the supplier, at a cost of $2000 +
installation.
For comparison, the similar
sized Hyundai i30 Diesel has achieved 1100kms between fills, achieving a fuel
efficiency of 4.5L/100kms, which is close to parity with published Combined
4.7L/100kms.
Power costs per km are estimated
to be $0.02/km
Fuel costs per km for a similar
vehicle are estimated to be $0.07/km
Servicing
The service intervals for the
electric vehicle is the same as the i30, being every 15,000kms, however, unlike
the traditional engines, they cannot be serviced by the Council workshop, or
indeed, locally within the Shoalhaven, requiring them to be transported to
Sydney for each service, adding additional costs and downtime.
The first twelve months Service
Costs are estimated to be $0.03/km
The first twelve months Service
Costs for a similar vehicle are estimated to be $0.01/km
Driveability
Feedback from drivers can be
summarised as follows:
· The
vehicles are comfortable and enjoyable to drive
· The
trial is an exciting innovation
· The
lengthy charge times and limited range are a concern
· Practicality
issues of carrying equipment due to the small size and the impact of extra
weight on the vehicle range inhibit use for Council business.
Summary of Findings
After the first twelve months the trial has produced the
following data:
· Electric
vehicles are well suited for pool vehicles that are typically used for short,
local journeys
· Operators
find the vehicles comfortable, safe and drivable
· The
range is a concern being 44% below specification
· Airconditioning
and lights markedly impact the range
· The
recharge is time consuming with fast charges still requiring ~9 hours
· Greenhouse
gas generation is markedly below comparator vehicles
· Operational
cost including depreciation is markedly more than comparator vehicles
· Servicing
in Sydney is a further demonstration of market maturity and limited vehicle
numbers resulting in increased cost and reduced availability
Conclusions
Currently, the “real
world” performance figures for Council’s electric cars are far
short of their advertised specifications. This along with additional costs and
downtime incurred, means it is difficult to see a place for these vehicles in
the broader Council fleet outside of traditional pool vehicles at this time.
The relatively short life span
of the batteries has a significant impact on the second-hand value for the
cars, and the inability to have the vehicles serviced locally means any savings
realised with fuel are lost in maintenance and depreciation costs.
In addition, CO2 emission
reductions are only fully achieved when charged using 100% renewable energy,
not something currently achievable with Council’s infrastructure.
Next Steps
A final report of performance
and total costs will be prepared at the end of the two-year trial period later
this year.
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Strategy and
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Strategy and
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SA21.98 Response
- Question on Notice - Road Renewals & Building Maintenance
HPERM Ref: D21/160208
Approver: Paul
Keech, Director - City Services
Reason for Report
To provide a response to the
Question on Notice submitted by Clr Kaye Gartner at the Ordinary Meeting of 27
April 2021.
|
Recommendation (Item to be determined under delegated authority)
That
the response to the Questions on Notice from Cr
Kaye Gartner at the Ordinary meeting of 27 April 2021 be received for information
|
Options
Nil. Answer to Question on Notice
Background
The following Question on Notice
was provided by Cr Kaye Gartner at the Ordinary meeting of 27 April 2021:
1. What are the
implications of the recent survey results that show 34% of SCC’s sealed
road network is in Fair condition?
2. How does
SCC’s Road renewals budget for 2016-2020 compare with the previous
Council, 2012-2016?
3. How does the
building maintenance spend compare for the same period?
4. What is the
impact on road renewals and building maintenance of the slowed uptake of the
SRV approved by IPART in 2017?
5. What is the
impact of grant funded community projects on Council’s asset maintenance
and renewal budget? Like a new BBQ for instance.
6. What is the
impact of deferred renewal and maintenance spending on the lifecycle of
Councils Assets?
7. How does the
general fund asset renewal and maintenance budget compare with that of
Shoalwater?
Response
1. “What are the
implications of the recent survey results that show 34% of SCC’s sealed
road network is in Fair condition?”
Periodically, usually
every five years, Council undertakes a laser survey of its sealed road network
to accurately measure and record road defects such as deformation, rutting,
cracking and seal condition. In the years between laser assessments visual
assessments of samples of the road network are undertaken.
The most recent laser
survey assessment from late 2020 is still being collated as Council is
improving business rules as it loads the information into a new software
solution, so the results are pending and will be available for the 2021
financial reporting period. The former laser assessment was undertaken in 2014.
Special schedule 7 of the
financial statements records the percentage condition of Council’s
Infrastructure Assets. A summary is provided in the table below. 2020 is the
latest reporting period and 2015 is the reporting period after the former laser
assessment. This format of reporting condition data as a percentage of the
networks was introduced by Office of Local Government in 2014 in addition to
the other reporting requirements of special schedule 7 which have changed and
evolved.
Special
Schedule 7 of the Financial Statements is summarised in the following table:
|
|
Sealed
Road Condition %
|
|
|
Very
Good (1)
|
Good
(2)
|
Fair
(3)
|
Poor
(4)
|
Very
Poor (5)
|
|
2020
|
32
|
26
|
34
|
7
|
1
|
|
2015
|
34
|
23
|
38
|
5
|
0
|
The special schedule 7
shows that based on visual subsampling, the percentage of roads in fair
condition has decreased from 38% in 2015 to 34% in 2020 and poor to very poor
has increased over the last 5 years from 5% to 8%.
The implications are that
when maintenance funding is underfunded, or renewals are deferred the most
likely outcome will be that the percentage condition will increase in the Poor
and Very Poor Categories. Extended periods of wet weather can see this deterioration
increase at a higher-than-normal rate, as roads are weakened by water that
ingresses the pavement through cracked seals. Council’s strategy is to
keep high utilised sealed roads in very good, good, and fair condition to have
a greater customer experience.
2. “How does
SCC’s Road renewals budget for 2016-2020 compare with the previous
Council, 2012-2016?”
A summary of the Special Schedule 7 of the Financial
Statements from 2012 to 2020 for required maintenance and actual maintenance
for sealed road and All Road network is in the following table.
|
|
Sealed Network
|
ALL road Network
|
% Actual/ Required
|
|
|
Required Annual maintenance
|
Actual Maintenance
|
Required Annual maintenance
|
Actual Maintenance
|
|
|
2020
|
$6,521,000
|
$5,815,000
|
$13,948,000
|
$12,109,000
|
86%
|
|
2019
|
$5,840,000
|
$5,208,000
|
$14,460,000
|
$12,301,000
|
85%
|
|
2018
|
$5,600,000
|
$4,990,000
|
$12,840,000
|
$10,830,000
|
84%
|
|
2017
|
$5,400,000
|
$4,813,000
|
$12,150,000
|
$10,239,000
|
84%
|
|
2016
|
$5,900,000
|
$5,294,000
|
$11,705,000
|
$10,130,000
|
86%
|
|
2015
|
$4,500,000
|
$3,580,000
|
$7,120,000
|
$6,486,000
|
91%
|
|
2014
|
Not Available
|
Not Available
|
$8,631,000
|
$7,437,000
|
86%
|
|
2013
|
$6,220,000
|
$3,210,000
|
$11,906,000
|
$8,726,000
|
73%
|
|
2012
|
$5,678,000
|
$2,184,000
|
$12,473,000
|
$8,485,000
|
68%
|
Actual maintenance spending on sealed roads is shown to have
increased over the period. As alluded to above where the annual required
maintenance level is not being funded or when works are deferred then the
estimated cost to bring the sealed road network to a satisfactory level increases
exponentially as the cost increases and can lead to reduction in life
expectancy of the pavement under the road surface.
It is worth noting that the asset base for sealed roads is
continuously growing as Council seals its unsealed road network, receives
assets from Developers in Subdivisions, receives assets from State government
such as Berry by-pass and builds new sealed roads.
It is also worth noting what was recorded to be maintenance
or renewal and what was included in the Road network for roads is evolving so
it is a guide over time and improvements in recording are occurring.
3. “How does the
building maintenance spend compare for the same period?”
A summary of
the Special Schedule 7 of the Financial Statements from 2012 to 2020 for
required maintenance and actual maintenance for Buildings is in the following
table.
The Building
maintenance spend has increased sustainably. A summary of the Special schedule
7 of the financial statements to align to the same reporting years as the
sealed road network above is in the following table.
|
|
Required Annual maintenance
|
Actual Maintenance
|
% Actual/ Required
|
|
2020
|
$11,370,000
|
$10,104,000
|
88%
|
|
2019
|
$12,550,000
|
$11,153,000
|
88%
|
|
2018
|
$7,100,000
|
$6,307,000
|
88%
|
|
2017
|
$7,920,000
|
$7,037,000
|
88%
|
|
2016
|
$6,500,000
|
$5,698,000
|
87%
|
|
2015
|
$2,423,000
|
$2,358,000
|
97%
|
|
2014
|
$4,040,000
|
$2,805,000
|
69%
|
|
2013
|
$4,106,000
|
$1,978,000
|
48%
|
|
2012
|
$3,068,000
|
$1,867,000
|
61%
|
Actual Building
maintenance spending on Buildings is shown to have increased over the period.
It is worth noting that changes in what is reported as a building for the
Office of Local Government i.e., may include Sheds and that changes in
legislation often add extra requirements example accessibility improvements to
comply with Councils Disability inclusion Action Plan, hazardous materials
(asbestos, etc) and fire regulation compliance.
4. “What
is the impact on road renewals and building maintenance of the slowed uptake of
the SRV approved by IPART in 2017?”
Slow uptake of SRV is
essentially deferring essential renewal work. The impact of this is more
maintenance funds are required and assets deteriorate further. Deferring
essential renewal is generally not considered sound economics, given the
increase in maintenance funding and the cost to repair a further deteriorated
asset. The customer experience can be reduced, and the risk of the road
networks is compromised as the roads and buildings assets are not meeting the
customer experience and are less fit for purpose, safety is reduced, and
reliability is decreased.
The actual cost of
deferral of essential renewal work is difficult to estimate and not usually
well understood until a few years after the decision to defer. In the case of
the road networks and building network extended wet weather periods can
substantially increase costs.
5. What
is the impact of grant funded community projects on Council’s asset
maintenance and renewal budget? Like a new BBQ for instance.
A new electric BBQ with underground power connection, a
concrete slab and shelter can have an initial capital cost to install of say
$29,000.
The average annual cost then to operate and maintain and
ultimately replace the Infrastructure can be in the order of $4,700 pa. It is
noted that it is unlikely that the community will not want to continue with the
service provision at the end of the BBQ’s life. The expectation may be
for an improved service level example is playgrounds which can be replaced with
higher customer experiences and thus higher renewal and operating costs. The $4,700
pa is referred to as the annualised Whole of Life Cost. This cost can increase
as utilisation increases and Council increases level of cleaning to maintain
current customer experience levels. To do this other service provisions levels
of service can be reduced to maintain existing total expense budget and to
remain financially sustainable. Scheduling is continually reviewed to achieve
optimum efficiencies.
When Council receives a grant for new infrastructure, the
whole of life cost implications needs to be added to future budgets and often
this is not the case as the grant is usually just for the capital works. So
existing total operating & maintenance budgets can be put under pressure.
As operating and maintenance budgets essentially remain the
same, apart from indexing each year, and the assets to provide a customer
experience are increased, the resourcing remains the same to provide the
service to the asset to maintain customer experience and are spread thinner and
thinner as staff have to prioritise maintenance and often undertake maintenance
activities that are not 100% effective. This impacts negatively on the customer
experience, complaints can increase, and funding is restricted as the
maintenance activities are seen to be being wasted or providing poor outcomes.
A more sophisticated long-term financial plan framework is
in process of development. This new model will take into consideration
whole-of-life costing on new/upgraded assets based on the assets management
plans and will provide an accurate estimate of maintenance budget for the 10
years.
6. What is the impact of
deferred renewal and maintenance spending on the lifecycle of Councils Assets?
Similar impact as
deferring the SRV (see question 4).
The following shows this
graphically. If the road resurfacing (Renewal Strategy) is deferred to after 10
years, the condition of the road deteriorates at a rapidly increasing rate.
This increases the cost of renewal treatments which also occurs at an
increasing rate.
The customer
experience rapidly declines if there is no intervention level after 10 years to
dissatisfaction at 15 years with asset failure and loss of service.
If Minimum Level of Service is not
maintained, then the effect is spiralling as customer complaints increase,
Customer Experience decreases, staff have to prioritise what to do, when to
intervene and what treatment, and unfortunately what to ignore, funds
are spread too thin and not 100% effective. It is difficult to cost effectively
recover from very deteriorated assets and thus to achieve optimum life
expectancy of the assets.
7. How
does the general fund asset renewal and maintenance budget compare with that of
Shoalwater?
A summary of the Special Schedule 7 of the Financial Statements
from 2012 to 2020 for required maintenance and actual maintenance for water and
sewerage networks is in the following table.
|
|
Water
Supply
|
Sewerage
Network
|
|
|
Required
Annual maintenance
|
Actual
Maintenance
|
%
Actual/ Required
|
Required
Annual maintenance
|
Actual
Maintenance
|
%
Actual/ Required
|
|
2020
|
$13,237,000
|
$13,231,000
|
99.9%
|
$19,409,000
|
$19,403,000
|
99.9%
|
|
2019
|
$11,380,000
|
$11,375,000
|
99.9%
|
$16,120,000
|
$16,115,000
|
99.9%
|
|
2018
|
$9,860,000
|
$9,860,000
|
100%
|
$14,570,000
|
$14,556,000
|
99.9%
|
|
2017
|
$9,290,000
|
$9,297,000
|
100%
|
$15,040,000
|
$15,027,000
|
99.9%
|
|
2016
|
$9,200,000
|
$8,551,000
|
93%
|
$14,990,000
|
$14,612,000
|
97.4%
|
|
2015
|
$3,535,000
|
$3,526,000
|
99.7%
|
$4,700,000
|
$4,240,000
|
90.2%
|
|
2014
|
$3,300,000
|
$3,276,000
|
99.2%
|
$4,100,000
|
$4,065,000
|
99.1%
|
|
2013
|
$3,150,000
|
$3,145,000
|
99.8%
|
$3,800,000
|
$3,715,000
|
97.7%
|
|
2012
|
$3,100,000
|
$3,078,000
|
99.3%
|
$3,900,000
|
$3,775,000
|
96.8%
|
Shoalwater has a base access
charge to be connected to the service. Then the user pays for the volume of
water and sewerage they use. Thus, the Asset Custodian can calculate the
charge, within regulative pricing frameworks, to cover annual operations &
maintenance, and for capital work.
|
|
Strategy and
Assets Committee – Tuesday 18 May 2021
Page
0
|
SA21.99 Bereavement
Services - Crown Land Plan of Management - Progress to Public Exhibition
HPERM Ref: D21/171595
Department: Commercial
Services
Approver: Paul
Keech, Director - City Services
Attachments: 1. Council
Managed Crown Land Cemeteries Plan of Management (under separate cover) ⇨
Reason for Report
To seek Council’s
endorsement to proceed with the public exhibition of the Council Managed Crown
Land Cemeteries Plan of Management as required by the introduction of the new Crown
Land Management Act 2016.
|
Recommendation
(Item to be determined under delegated authority)
That
Council:
1. Proceed to Public Exhibition of the
Council Managed Crown Land Cemeteries Plan of Management, upon receipt of
Crown Lands concurrence to proceed to public exhibition
2. Undertake Public Exhibition of the
Draft Plans of Management in accordance with the Crown Land Management Act
2016 and Local Government Act 1993 for a minimum period of 28 days, and
a. If no significant feedback is
received as part of the public exhibition, the Draft Plans of Management be
finalised and deemed adopted persuant to section 38 of The Local Government
Act 1993 and in accordance with 3.23(6) of the Crown Land Management Act
2016; or
b. If significant adverse feedback is
as part of the public exhibition, the Draft Plans of Management, Council receive
a report of the outcomes of the public exhibition period to Council prior to
adoption.
3. If the Draft Plans of Management are
deemed adopted, forward a copy of the adopted Plan of Management to the
Department of Industry for record purposes.
|
Options
1. Adopt the
recommendation
Implications: This will allow Council’s Crown
Land Cemeteries to fulfil its legal obligations under the Crown Land
Management Act 2016.
2. Adopt an
alternative recommendation
Implications: Alternative recommendations may
result in Council not meeting its legal obligations under the Crown Land
Management Act 2016
Background
In 2018, a new Act, the Crown
Land Management Act 2016 (CLM Act) replaced the Crown Lands Act 1989.
Section 3.26(6) of the CLM Act requires that Council
managers adopt a Plan of Management (PoM) for any Crown reserve for which it is
the appointed Crown land manager, and that is classified as ‘Community
Land’ under the Local Government Act 1993.
Process
The legislation requires that the preparation of Plans of
Management are undertaken in the following manner:
|
Step 1
|
Drafting the Plan of Management
· The PoM should
meet all the minimum requirements outlined in section 36(3) of the LG Act and
identify the owner of the land.
· Any activities
(including tenure or development) to be undertaken on the reserve must be
expressly authorised in the PoM to be lawfully authorised.
· Council must
obtain written advice from a qualified native title manager that the PoM and
the activities under the PoM comply with the NT Act.
|
|
Step 2
|
Notifying the landowner
· The department
as the landowner is to be notified of the draft PoM prior to public
exhibition of the plan under section 39 of the Local Government Act 1993
· Councils are
required to seek the department’s consent to alter the categorisations
in the draft PoM. The departments consent can be sought at the same time as
notifying the landowner in the draft plan.
|
|
Step 3
|
Community consultation
· Councils are
required to publicly exhibit the PoM under section 38 of the Local Government
Act 1993
· Where
Council’s first PoM alters the initial categorisation, or where Council
prepares a subsequent PoM that amends the previous plan, public hearings are
required.
|
|
Step 4
|
Adopting a Plan of Management
· Council
resolution of a PoM that covers Crown land should note that the PoM is
adopted pursuant to section 40 of the Local Government Act in accordance with
section 3.23(6) of the CLM Act.
· Once Council has
adopted the PoM, a copy of the adopted PoM should be forwarded to the department
for record purposes.
|
Council Managed Crown Land
Cemeteries Plan of Management
The Council Managed Crown Land Cemeteries Plan of Management
is a Crown Land General Community Use – Cemeteries - Plan of Management.
This Plan of Management has been prepared for Council Managed Crown Land
Cemeteries that have been categorised as ‘General Community Use’
and are required to be captured within a Plan of Management by the CLM Act.
It
should be noted that the Council Managed Crown Land Cemeteries Plan of Management
does not cover all cemeteries in the Shoalhaven LGA or all public land. This
Plan of Management is for the following properties:
· Shoalhaven
Memorial Gardens & Lawn Cemetery
o Reserve
Number 97869
o Lot
121 & 122 DP 46948 – Worrigee Rd, Worrigee
· Harley
Hill Cemetery
o Reserve
Number 1003013
o Lot
1 DP 723973- 275 Beach Rd, Berry
· Yatte
Yattah Roman Catholic Cemetery
o Reserve
1038208
o Lot
138 DP 755923 – Princes Highway, Yatte Yattah
Land that
is not covered by this Plan of Management includes:
· Cemeteries
that are Crown land, but their management is devolved to Council, typically
under arrangements that were associated with the Local Government (Control of
Cemeteries) Amendment Act 1966 which essentially saw the care, control and
management of cemeteries transferred to councils in 1967
· Cemeteries
that are Council owned and are covered by other generic or site-specific plans
of management
· Council
managed Crown land classified as “Community” land that is not a
cemetery and covered by other generic or site specific plans of management
· “Community”
land that is Council owned and covered by other generic or site-specific plans
of management
· Areas
which are “Operational” land or owned or managed by other entities
· Other
Crown land that is not managed by Council
· Privately
owned land which is made available for public use
· Road
reserves.
|
Facility
|
Status -
Operational or Non Operational
|
Ownership
|
|
Berry General Cemetery
|
Operational
|
Shoalhaven City Council
|
|
Conjola General Cemetery
|
Operational
|
Crown Lands - Devolved
|
|
Cambewarra Cemetery
|
Operational
|
Crown Lands - Devolved
|
|
Kangaroo Valley General Cemetery
|
Operational
|
Crown Lands - Devolved
|
|
Sandridge Memorial Gardens
|
Operational
|
Crown Lands - Devolved
|
|
Nowra General Cemetery
|
Operational
|
Crown Lands - Devolved
|
|
Coolangatta (Berry-Hay) Cemetery
|
Non Operational
|
Perpetual Trustee Company Ltd
|
|
Bellawongarah Cemetery
|
Non Operational
|
Crown Lands - Devolved
|
|
Graham Family Cemetery
|
Non Operational
|
Shoalhaven City Council
|
|
Morton Cemetery
|
Non Operational
|
Crown Lands - Devolved
|
|
Numbaa Cemetery
|
Non Operational
|
Shoalhaven City Council
|
|
Old Worrigee Cemetery
|
Non Operational
|
Shoalhaven City Council
|
|
Tomerong Cemetery
|
Non Operational
|
Crown Lands - Devolved
|
|
Warden Family Cemetery Milton
|
Non Operational
|
David Warden in care SCC
|
|
Woodhill Cemetery
|
Non Operational
|
Shoalhaven City Council
|
|
Ulladulla (Racecourse) Cemetery
|
Non Operational
|
Crown Lands – Devolved
|
|
Yalwal Cemetery
|
Non Operational
|
Crown Lands - Devolved
|
The Bereavement Services
Cemeteries which do not require a Crown Land Plan of Management are shown in
the table below.
Bereavement Services Draft
Business Plan captures all cemeteries to ensure operational integrity and
efficient management. The principles within the Council Managed Crown Land
Cemeteries Plan of Management and Draft Business Plan align.
Next Steps
Once the Minister has given
approval of the Council Managed Crown Land Cemeteries Plan of Management, the
Public Exhibition period will include a 28 day public exhibition with a time of
42 days from the start of the exhibition period for submissions to be made.
Risk Implications
The new Crown Land Management
Act 2016 requires that new Plans of Management are in place for Council Managed
Crown Land by 30 June 2021.
Any delay in proceeding to
public exhibition, is likely to result in failure to comply with this deadline.
Failure to comply with this deadline will result in the need to undertake
public hearings for every Plan of Management that covers a Council Managed
Crown Reserve, and inability to issue new leases and licences over Council
Managed Crown Reserves with the exception of those short term or casual leases
and licences outlined in the Local Government (General) Regulation 2005 Section
116.
|
|
Strategy and
Assets Committee – Tuesday 18 May 2021
Page
0
|
SA21.100 Protecting
Our Towns from Bushfire - Report on Federal and State Inquiry Findings
HPERM Ref: D21/128226
Approver: Phil
Costello, Director - City Development
Reason for Report
At the Strategy and Assets
Committee meeting held on 8 September 2020, a report “SA10.1 Notice of
Motion - Protection of our towns from bushfire - Report request - Bush Fire
Inquiry & Royal Commission findings - Budget & Resource requirements”
was presented to the Committee for consideration.
It was resolved that a further
report be provided to Council once the findings of the NSW Bushfire Inquiry and
the Commonwealth Inquiry were published. The findings of the NSW inquiry were
published on 25 August 2020, the findings of the Senate, Finance and Public
Administration References Committee inquiry, Lessons to be learned in relation
to the Australian bushfire season 2019-20 were published on 7 October 2020.
The Royal Commission into
National Natural Disaster Arrangements presented its report to the Governor
General on 28 October 2020.
|
Recommendation
(Item to be determined under delegated authority)
That
Council consider and note the outcomes of the NSW Bushire Inquiry, The Royal
Commission into National Natural Disaster Arrangements, and the Senate
Inquiry.
|
Options
1.Note the report.
Implications: Council endorses its commitment to ensure that adequate
allowance is made in future budgets to ensure that Council meets its
obligations in management of existing and future Asset Protection Zones, fire
trails and other obligations.
2.
Alternate Action
Implications: This will depend on the action resolved.
Background
The
following excerpt from the Executive Summary of the NSW Bushfire Inquiry
provides background to the inquiry:
“On
30 January 2020, the Premier announced an inquiry into the 2019-20 bush fire
season to make recommendations in relation to bush fire preparedness and
response …ahead of the 2020-21 bush fire season.
The
focus of this report was to provide analysis and recommendations for change to
ensure that, when bush fires like this happen again, there is less damage to
property and our environment and, as much as possible, there are no lives lost.
Climate
change clearly played a role in the conditions that led up to the fires and in
the unrelenting conditions that supported the fires to spread, but climate
change does not explain everything that happened.
The
2019-20 bush fire season challenged conventional assumptions… Previous
prescribed burning and hazard reduction activity appears to have reduced fire
severity in some instances, but in others it appears to have had no effect on
the severity and spread of the fires.
Central
to the way forward [is] improving local preparedness and resilience… At
the centre must be individual responsibility for managing risk and making properties
as safe as possible starting from the most local of levels. Enhanced community
education and engagement and individual and community ownership of risk
(informed by high-quality information) should be central to the
Government’s response.
The
2019-20 bush fire season ran for eight months – between 1 July 2019 and
31 March 2020. The last fires were extinguished on 2 March 2020”.
Of the
76 recommendations made by the Inquiry, the following 18 are pertinent to
Council and may require a response to ensure that Council meets its obligations
in respect to practical management of the peri-urban interface and support of
the Rural Fire Service (RFS), through the activities of the local Emergency
Management Committee (LEMC).
A
complete copy of the report can be accessed at:
https://www.dpc.nsw.gov.au/publications/categories/nsw-bushfire-inquiry/
Recommendation
11
That,
in order to strengthen the capability of local councils in future emergency
events:
a)
Resilience NSW, in consultation with local government, develop specific
training that focuses on the role, responsibilities and expected functions of
the Local Emergency Management Officer (LEMO), including regular
‘refresher’ components
b)
Councils support their staff to participate in LEMO training on an ongoing
basis and ensure that staff who are LEMOs are appropriately senior and have the
authority to commit resources.
Comment:
Council’s
Local Emergency Management Officer is adequately trained and has the support of
senior management in the role. Any specific training identified as part of this
recommendation will be made available to relevant staff.
Recommendation
18
That,
in order to equip NSW RFS with comprehensive information on all structures and
assets at risk of bush fire, Government ensures that:
· there is a single whole-of-government procurement and
acquisition program for imagery and LiDAR and that Government accelerate the
building of the State Digital Twin and associated Digital Workbench.
· owners/managers of assets (apart from private homeowners
whose information will be provided through local councils) in bush fire prone
land are required to provide to the Digital Twin at least the following
information/metadata with quality control certification on an annual basis
(with annual census at least two months before the start of the fire season):
· precise geolocation
· description of asset including picture.
· value level
· fire treatment on asset
· Asset Protection Zone (APZ) details and how it is
maintained.
· access details
· what redundancy is available if relevant?
· any metadata requirements specific to the asset class
· emergency contact and instructions on how to access where
more information is held.
· any restrictions on data access and sharing.
The
Digital Twin must also be able to incorporate:
· information about the hazard reduction results for road
verges, fire trails, APZs and other defendable space.
· local information supplied by organisations such as local
NSW RFS brigades.
Comment:
The
extent of assets required to be reported on may impact on councils ability to
provide such data. Council has and provides up to date information on Asset
Protection Zone management, maintenance, and access through existing reporting
mechanisms of RFS Bushfire risk Information Management System (BRIMS).
Recommendation
19
That
Government re-commit to the current, regionally based approach to planning and
coordinating hazard reduction activities across all tenures through Bush Fire
Management Committees but ensure that it is actually being implemented at a
high-level of quality across NSW. Getting it to a high-level of quality
requires:
a)
implementing the Inquiry’s recommendation about performance auditing of
Bush Fire Risk Management Plans
b)
prioritising implementation of revised processes for bush fire risk management
planning that incorporate new modelling and methods for quantifying risk and
the residual risk profile as a result of proposed hazard reduction works
c)
ensuring regional priorities for hazard reduction, and how they are determined,
are communicated clearly to the community, and their implementation is reported
on transparently. This will include being very clear about the objectives of
hazard reduction activities and communicating that hazard reduction does not
eliminate the risk of fire affecting properties.
d)
the methodology for assessing and planning for risk reduction becomes an
ongoing area of research and the frameworks are formally reviewed every three
years.
Comment:
Council’s
endorsed Bushfire Risk Management Plan is current but will be reviewed by the
Bushfire Risk Management Committee in light of the outcomes of the Inquiry.
Recommendation
20
That
Government, noting that hazard reduction targeted in proximity to assets is on
balance more likely to provide help than hinder, should:
a)
support local councils and partner agencies to implement more comprehensive
hazard reduction at a local level around towns/cities, communities, and local
infrastructure assets, and provide incentives for communities to organise
themselves to prioritise and implement local hazard reduction initiatives. This
will involve a suite of hazard reduction techniques depending on the landscape
including prescribed burning, clearing, mowing, and mechanical treatments, and
easy disposal of green waste into processors turning it into bioenergy or
biofuels.
b)
beyond the local level priorities for hazard reduction, prioritise prescribed
burning in parts of the landscape where fuel treatment may help reduce
probability of fires escalating quickly and where terrain and potential atmospheric
interactions are likely to escalate fires into fire-generated thunderstorms.
This will likely involve a proactive program of treating ridge tops that are
prone to dry lightning where reduced fuels may help reduce speed of spread when
the fire first starts, or particular windward or lee-slopes that are
susceptible to generating extreme fire behaviour and drive fire towards towns.
Comment:
Council’s
Asset Protection Zone Program oversees the maintenance of 157 existing APZs.
Since December 2019, Council has proactively inspected and mapped additional
sites that require APZs to be established on Council land. The current program
is underway to ensure that these works are completed in a timely manner.
Management
techniques used by Council involve physical and mechanical removal of
vegetation in key areas. Once areas are established maintenance principally
involves slashing and mowing. A mix of contractors and Council day labour is
used to deliver the program.
Council
also works closely with the RFS Bushfire Mitigation Officers to ensure that
hazard reduction burns are performed were appropriate, with due consideration
of environmental factors relevant to each individual site.
Recommendation
22
That,
as part of the spatial technology acceleration program, Government support
deployment of remote sensing and picture processing technologies to monitor and
audit how well Asset Protection Zones and defendable space are being
maintained, especially around towns.
Comment:
Council
uses GIS data and ground truthing to ensure that APZ and other defendable
spaces
on
Council owned or managed land are maintained in an appropriate condition.
Shared data provided by remote sensing will enhance Council’s
capabilities.
Recommendation
23
That
Government amend the Rural Fires Act 1997 so that all public land management
agencies be required to forward complaints received about bush fire hazards to
the Commissioner of the NSW RFS. As an interim measure, heads of agencies
should commence this practice immediately.
Comment:
Council’s
current policy is to forward all bushfire hazard complaints to RFS for
investigation. This is in line with Rural Fire Act 1997.
Recommendation
24
That
government agencies managing land (at all levels and through all agencies) be
the best neighbours possible by considering their neighbours when undertaking
activities related to bush fire preparation and having clear, two-way
communication about these activities, with the aspiration that government landholders
will be seen as highly desirable neighbours.
Comment:
Council’s
current APZ maintenance program demonstrates commitment to being “good
neighbours” and providing protection to residences and other
infrastructure along the peri-urban interface. While Council may not directly
notify residents of routine maintenance of APZ, residents are informed if
hazard reduction through burning is to be conducted by RFS in their locality.
Recommendation
27
That
Government commit to shifting to a strategic approach to planning for bush fire
and develop a new NSW Bush Fire Policy similar to the NSW Flood Prone Land
Policy in order to accommodate changing climate conditions and the increasing
likelihood of catastrophic bush fire conditions; to build greater resilience
into both existing and future communities; and to decrease costs associated
with recovery and rebuilding.
Comment:
Council
would be subject to these provisions when they are made by relevant Government
agencies.
Recommendation
28
That
Government, acknowledging that a strategic approach to planning for bush fire
will take time, and in order to protect, prepare and build resilience into
existing communities, should immediately:
· prepare, in association with the insurance sector, a model
framework and statutory basis for the establishment of an enforcement,
compliance and education program which adopts a risk-based approach to routine
inspection of local bush fire prone developments to ensure that every local
development on bush fire prone land is prepared for future bush fire seasons in
accordance with bush fire protection standards of the day, that account for
worsening conditions
· ensure local government is resourced to enable effective
audit, enforcement, and compliance powers in respect of local developments and
assets on bush fire land.
· consider the introduction of subsidies for property owners
to undertake site mitigation works to reduce bush fire risk and work with the
Insurance Council of Australia to develop an agreed set of measures to insure
against, with a view to risk reductions resulting in lower insurance premiums.
· review vegetation clearing policies to ensure that the
processes are clear and easy to navigate for the community, and that they
enable appropriate bush fire risk management by individual landowners without
undue cost or complexity.
Comment:
Council
currently assesses development applications for bushfire risk and conditions
development in accordance with Bushfire Attack Level (BAL) provisions. Any
draft provisions relating to compliance and monitoring thereof by Local
Government could have significant resourcing issues and would be subject to
consultation prior to any implementation.
Recommendation
29
That,
in order to maximise the protection of critical infrastructure in a bush fire,
Australian governments revise the regulatory framework for the provision to
government authorities of information about all critical infrastructure (public
and private) including a possible change to compel the owners of critical
assets to provide all needed metadata, updated annually, for appropriate
planning, preparation and response for bush fire. This would include
information about location, ownership, access, details of service the
infrastructure supports, and fire treatments of building and surrounding zones.
Comment:
Council
has identified critical infrastructure, e.g., Shoalwater, Shoalcom, etc. that
requires special protection provided by APZ, fire trails and access
arrangements.
Recommendation
31
That,
in order to improve bush fire planning and protection of road infrastructure
and to ensure communities, freight movers and firefighting agencies have
appropriate access and egress in a bush fire event, Government, working with
local government as needed:
· develop a formal bush fire risk assessment process for all
State roads and bridges, to identify
· ‘high-risk’ communities where access and egress
in the event of a fire will be affected, for example rural communities
connected by a single road surrounded by bushland, and ensure community bush
fire planning processes (i.e. Bush Fire Risk Management Plans (BFRMPs) or
Community Protection Plans) include plans to ‘leave early’ or
enforce mandatory evacuation orders.
· how waterways can be integrated better into the transport
network as evacuation routes or places of shelter when road and rail transport
is unavailable – waterways should be included in regional emergency
management plans
· route options for rapid identification of needed road
closures in the event of fire
· key sections of the State’s road network for future
upgrade to ensure whole corridors are resilient to fire impacts, regardless of
who manages the asset.
· audit, through the NSW RFS Audit Unit (to be established)
the inclusion of critical road infrastructure in BFRMPs prepared by Bush Fire
Management Committees (ensuring that appropriate transport representation is
provided to BFMCs) and Local Emergency Management Committees across the State.
In support of these measures, it will be critical that the community is given
early warning of bush fire events and has ample time to evacuate prior to or
during an emergency.
Comment:
The
development of any process in regard to the above would involve stakeholder
engagement and the ability to have input into the formulation of such process.
Work has commenced with Shoalhaven communities to develop resilience plans and
progress will be further reported to Council.
Recommendation
32
That,
in order to ensure outcomes-based roadside vegetation management to reduce
roadside tree fall and grass ignitions in planning and preparing for bush fire,
Transport for NSW, working with local government and NSW RFS, establish a
consistent framework for roadside vegetation management that analyses road
priority, utility, amenity, strategic value and risk. The framework
should:
· take into consideration landscape characteristics like
distance, slope, set back, vegetation maturity and type. Acceptable outcomes
under this framework could include clear verges, or alternatives such as safe
zones/pull-outs.
· tie in formally with other strategic land use and
biodiversity processes.
Comment:
Council
maintains vegetation on Council roads, but additional work may be required as a
result of recommendations made by Transport for NSW.
Recommendation
33
That
as a matter of urgency, in order to accelerate and finalise a State-wide
strategic fire trail network, the NSW RFS Commissioner and Bush Fire
Coordinating Committee (BFCC):
· set a deadline for Bush Fire Management Committees to
complete all outstanding Fire Access and Fire Trail (FAFT) Plans for submission
to BFCC for approval and are related deadline for BFCC consideration of these.
· assess the completed suite of FAFT Plans to identify
high-priority trails of relative strategic importance across the State for
urgent construction or upgrades with particular reference to the needs of
upcoming fire seasons.
· enforce completion of annual fire trail condition
assessment reporting by relevant landholders. Following this, the BFCC should,
as part of its standard business undertake an audit of all FAFT Plans and
annual fire trail condition assessment reports.
· develop a single asset management system to capture the
outcomes of annual fire trail condition assessment reporting on a tenure-blind
basis to support BFCC strategic and budgetary prioritisation and inform funding
allocation to agencies for capital works programs.
· commission a review of FAFT Plans, with particular
assessment of containment line potential, following a significant bush fire
event in their area, as part of the planned review of BFCC Policy and NSW RFS
Standards in 2020-21. Where it is not feasible to construct a fire trail
completely on public land, and private landowners are not satisfied with
proposed negotiated arrangements to construct the trail across their land,
Government should negotiate acquisition of an easement interest, with
appropriate compensation, over private land.
Comment:
Council maintains fire trails under its management.
Additional works may be required to ensure compliance with NSW Rural Fire
Service Fire trail design construction and maintenance manual 2017
https://www.rfs.nsw.gov.au/__data/assets/pdf_file/0009/97569/Fire-Trail-Design-Construction-and-Maintenance-Manual-FINAL_reducedsize.pdf
Recommendation
61
That,
in order to improve cross-agency communication and coordination during bush
fires, the NSW RFS review Fire Control Centres (FCCs) in areas that were
heavily affected by fire. The results should be combined with the Emergency
Operations Centre (EOC) Facilities Review to identify areas that would benefit
from a purpose-built FCC, enabling co-location with the EOC.
Comment:
Council’s
Fire Control Centre, State Emergency Service Coordination Centre and the
Emergency Operations Centre are co-located at the Albatross Rd facility.
Recommendation
70
That,
in order to ensure evacuation centres are fit-for-purpose, Resilience NSW work
with Local Emergency Management Committees (LEMCs) to:
a)
update the guidelines for LEMCs identifying evacuation centres to require a
risk assessment of potential locations, which should include identifying
alternate sources of power for use by evacuation centres and recording these
appropriately
b)
review existing evacuation centre locations to assess compliance with updated
LEMC guidelines and report to the State Emergency Management Committee on their
suitability.
Comment:
The
Local Emergency Management Committee has reviewed evacuation centres throughout
the Shoalhaven LGA and continues to update this information as it changes.
Recommendation
72
That,
in order to ensure Aboriginal people can access appropriate support during
evacuation, Resilience NSW work with Local Emergency Management Committees and
Aboriginal Affairs to ensure:
a)
local Aboriginal communities are included in emergency planning and preparation
b)
all staff involved in evacuation centres and support services are culturally
competent.
Comment:
Council’s
Local Emergency Management Committee and Community Support Officer work closely
on issues relating to the local Aboriginal community.
Recommendation
73
That,
in order to ensure the safety and wellbeing of vulnerable people during an
evacuation, Resilience NSW:
a)
identify aged care facilities in fire and flood prone areas, and ensure that
emergency plans are in place and comply with the Evacuation Decision Guidelines
for Private Health and Residential Care Facilities
b)
develop/refresh evacuation centre protocols to specifically address the needs
of vulnerable people.
Comment:
Council’s
Local Emergency Management Officer maintains this data base.
Recommendation
75
That,
in order to improve support for people evacuating with animals, the Department
of Primary Industries:
a)
work with Resilience NSW to develop evacuation protocols and procedures to
ensure appropriate supports are provided for both people and animals (informed
by the findings from Project Ohana), including a process for animal
registration at evacuation centres and mutually agreed naming conventions, and
provide this information to Local Emergency Management Committees (LEMCs)
b)
work with LEMCs to identify overflow sites that can be used for evacuated
animals when preferred sites are full
c)
further develop the domestic pet’s evacuation protocol.
Comment:
Council’s
Local Emergency Management Officer maintains this data base.
Royal
Commission into National Natural Disaster Arrangements
The
Royal Commission into National Natural Disaster Arrangements published its
report on 28 October 2020. The report may be reviewed at:
https://naturaldisaster.royalcommission.gov.au/system/files/2020-11/Royal%20Commission%20into%20National%20Natural%20Disaster%20Arrangements%20-%20Report%20%20%5Baccessible%5D.pdf
The
following recommendations have relevance to Council’s operations.
Recommendation
11.1 Responsibility for local government disaster management capability and
capacity
State
and territory governments should take responsibility for the capability and
capacity of local governments to which they have delegated their responsibilities
in preparing for, responding to, and recovering from natural disasters, to
ensure local governments are able to effectively discharge the responsibilities
devolved to them.
Comment:
Councils’
ability to prepare and react in the future may be impacted by findings from the
NSW Inquiry.
Recommendation 11.2 Resource sharing arrangements between local
governments
State
and territory governments should review their arrangements for sharing
resources between their local governments during natural disasters, including
whether those arrangements:
(1)
provide sufficient surge capacity, and
(2)
take into account all the risks that the state or territory may face during a
natural disaster.
Comment:
Shoalhaven
City Council has mutually beneficial arrangements in place with adjoining local
government authorities to respond to natural disasters.
Recommendation 12.1 Roadside vegetation management
State
and territory governments, working with local governments and fire and
emergency service agencies, should ensure that there are appropriate
arrangements for roadside vegetation management that take into account, among
other things:
(1)
priority access and egress routes
(2)
road priority, utility, and strategic value
(3)
cost, and
(4)
residual risk to national natural disasters.
Comment:
This
recommendation is similar to Recommendation 32 in the NSW Bush Fire Inquiry.
Council maintains vegetation on Council roads, but additional work may be
required as a result of recommendations made by Transport for NSW.
Recommendation 12.2 Evacuation planning – Evacuation routes and
seasonal populations
State
and territory governments should ensure that those responsible for evacuation
planning periodically review those plans, and update them where appropriate,
including in relation to:
(1) roles and responsibilities
of state and territory governments, local governments, and local communities
(2) education and signage about
evacuations and evacuation routes, including education of seasonal populations
(3) the adequacy of evacuation routes;
including contingencies if evacuation routes or centres are assessed as not
being able to cope, and
(4) the potential inability to evacuate,
either by reason of circumstances or personal characteristics.
Comment:
This
recommendation is similar to Recommendation 31 in the NSW Bush Fire Inquiry.
Council
is committed to ensuring that access and egress to towns and villages are
maintained to a standard that will allow roads to be available for emergency
services in all circumstances and available for resident’s access and
egress in most circumstances, as assessed for safety by NSW Police or other
relevant agency.
Recommendation 12.3 Evacuation planning – Essential services and
supplies
State
and territory governments should ensure that those responsible for evacuation
planning periodically review those plans, and update them where appropriate,
including in relation to:
(1)
key risks that essential service outages have on communities during a severe or
catastrophic natural disaster (particularly communications and power)
(2)
availability of essential supplies, including food and water, and
(3)
consequence management and compounding events such as the loss of essential
services or health impacts.
Comment:
Council’s
Local Emergency Management Committee periodically reviews, and updates
evacuation plans for local communities throughout the Shoalhaven.
Recommendation 12.7 Evacuation planning – Planning for evacuations
across boundaries
State
and territory governments should ensure those responsible for evacuation
planning periodically review those plans, and update where appropriate, to
provide for coordination between states and territories in cross-border areas
and to provide cross-border access to evacuation centres.
Comment:
Council’s
Local Emergency Management Committee periodically reviews, and updates
evacuation plans for local communities throughout the Shoalhaven. This
comment may be of relevance to Jervis Bay Territory community during impact
events.
Jervis
Bay Territory is represented on the Local Emergency Management Committee and is
included in Council’s EMPLAN.
Recommendation 17.1 Public availability of fuel load management
strategies
Public
land managers should clearly convey and make available to the public their fuel
load management strategies, including the rationale behind them, as well as
report annually on the implementation and outcomes of those strategies.
Comment:
Council’s
management of Asset Protections Zones, including cyclical maintenance, are
available on Council’s public website.
Outcomes
of the management plan for these areas are reported to the Bushfire Risk
Management Committee.
Recommendation 18.1 Indigenous land and fire management and natural
disaster resilience
Australian,
state, territory and local governments should engage further with Traditional
Owners to explore the relationship between Indigenous land and fire management
and natural disaster resilience.
Comment:
Council
staff and RFS management are in discussions with representatives of the local
Indigenous community, with the aim of exploring the use of traditional fire
management practices on public land and land under the ownership of various
Local Land Councils.
Recommendation 18.2 Indigenous land and fire management and public land
management
Australian,
state, territory and local governments should explore further opportunities to
leverage Indigenous land and fire management insights, in the development,
planning and execution of public land management activities.
Comment:
This
can be incorporated into discussions as per 18.1 above.
Senate
inquiry - Lessons to be learned in relation to the Australian bushfire season
2019-20
In
relation to the Senate, Finance and Public Administration References Committee
inquiry, Lessons to be learned in relation to the Australian bushfire season
2019-20, the findings of this inquiry relate to the arrangements between the
states/territories and the Commonwealth, clearly defining the role of each
jurisdiction in emergency management and have no bearing on Council’s
operational response in this area.
This
document may be viewed at:
https://parlinfo.aph.gov.au/parlInfo/download/committees/reportsen/024518/toc_pdf/LessonstobelearnedinrelationtotheAustralianbushfireseason2019-20.pdf;fileType=application%2Fpdf
Policy
Implications
Council
may need to review its policies and procedures for management of asset
protection zones, fire trails on public land in light of potential changes to
the Rural Fire Service operating environment as the Service responds to
recommendations and findings of the various inquiries.
Financial
Implications
Implications
are not able to be determined until such time as procedures are mandated.
Risk
Implications
By
adequately funding the establishment and maintenance of asset protection zones
and fire trails on public land, Council will meet its obligations and reduce
the risk of the impact of bushfire on the community, thereby protecting the
towns and villages of the Shoalhaven.
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Strategy and
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SA21.101 TfNSW
Acquisition by Agreement Part Lot 415 DP 1210528 Gardenia Crescent Bomaderry
(Princes Highway Bomaderry)
HPERM Ref: D20/546110
Department: Technical
Services
Approver: Phil
Costello, Director - City Development
Attachments: 1. Aerial
Lot 415 DP 1210528 Additional Acquisition Bomaderry ⇩
Reason for Report
This report provides Council
with an opportunity to consider the acquisition by agreement for 630sqm of
land, located on Lot 415 DP 1210528 rated to Gardenia Crescent Bomaderry.
The land adjoins the Princes Highway Bomaderry and will allow TfNSW (Transport
for NSW) to complete batter widening for the construction of a U-turn bay as
part of the Princes Highway upgrade project.
|
Recommendation
That
Council:
1. Approve the acquisition by agreement
of Part Lot 415 DP 1210528 being approximately 630sqm by TfNSW for the
Princes Highway Upgrade project;
2. Delegate authority to the Chief
Executive Officer to agree to the compensation amount determined by the
Valuer General;
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.
|
Options
1. Resolve as
Recommended
Implications: This will allow TfNSW to formalise
the land ownership matters and complete the construction of the U-turn bay
along Princes Highway, Bomaderry in a timely manner.
2. Not Adopt the Recommendation.
Implications: Reject the acquisition by agreement
forcing TfNSW to pursue the compulsory acquisition under the Land Acquisition
(Just Terms Compensation) Act 1991. The acquisition will still occur
notwithstanding this merely creates a time delay in the process.
Notwithstanding this, under Section 175 of the Roads Act
1993, TfNSW may take possession of land for the purpose of carrying out road
works. The anticipated start date for works by TfNSW is 18 January 2021.
Background
On 1 December 2020 TfNSW requested
Council to agree to the acquisition of a small parcel of land being 630sqm
located on Lot 415 DP 1210528 Bomaderry. This land is required to complete the
construction of a U-turn bay.
TfNSW have tried to design out the need
for the additional acquisition however due to geometric constraints this is not
possible and the acquisition is required to extend the boundary to contruct a
fill batter.
Clearing of the land would consist of
approximately 8m into the land to be acquired. The batter would be revegetated
with a mix of indigenous tree plantings and would not require any future
maintenance or easements.
TfNSW engaged consultants to undertake
an assessment of the impact of the U-turn facility and the key findings have
been summarised below relating to the Biodiversity and Aboriginal Heritage
Assessments.
· Biodiversity
The vegetation proposed for removal was
classified as a mix of planted vegetation and Illawarra Gully Wet Forest. No
additional threatened ecological communities, threatened species or habitat
features listed under the BC Act or EPBC Act were identified during the site
survey. The assessment concluded that the proposed u turn facility works would
have only minor impacts to biodiversity in this location due to vegetation
removal.
· Aboriginal
Heritage
The area required for the u turn
facility was identified in our REF as a potentially archaeological sensitive
area and as a result further investigation was undertaken. The due diligence
assessment found that the area proposed for the u turn facility construction
has low archaeological potential and a low likelihood of intact archaeological
deposits as a result of disturbance from historic agricultural land use
practices and vegetation clearance activities.
The assessment concluded that there
would be no archaeological constraints to the proposed u turn facility works.
· Environmental
Safeguards
Comments were sought from the Asset
Custodian of the land being City Development -Environmental Services Manager in
regards to environmental safeguards. TfNSW have agreed to implementing the
following:
· Conduct an onsite
flora and fauna assessment prior to the commencement of any tree modification
or removal works to identify any threatened species habitat or hollow bearing
trees and riparian vegetation that may need to be protected.
· Vegetation that is
not to be disturbed outside the turning circle is fenced to protect it from any
damage during and post construction.
· Any nest boxes
installed on the site in the area where the vegetation modification will occur
to be relocated into the adjoining fenced area (Noting: Transport NSW had
installed some nest boxes in this locality as compensatory measures for
vegetation clearing associated with clearing).
The area identified for acquisition is
shown in Attachment 1 (D20/546102) and on the Location Plan below and is
delineated in red in the top left hand corner of Lot 415 DP 1210528.
Location Plan
Aerial View & Location of Vegetation Clearing (Red)
The area of land to be cleared is approximately 230sqm.
TfNSW as the Roads Authority have advised they will be
acting under Sec 175 of the Roads Act which gives the power to take possession
of land when constructing public roads. The anticipated start date for works is
18 January 2021.
Community Engagement
Not applicable - This land is a Public
Reserve classified Community, however under the powers of Section 175 of the
Roads Act 1993 and the Compulsory Acquisition Process any community
consultation becomes null and void.
Policy Implications
Not applicable
Financial Implications
Council will be compensated financially
at market rate as determied by the Valuer General.
Risk Implications
Not applicable
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Strategy and
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SA21.102 Heating
Options - Greenwell Point Village Pool
HPERM Ref: D21/83875
Department: Shoalhaven
Swim Sport Fitness
Approver: Jane
Lewis, Director - City Lifestyles
Reason for Report
To provide Council with options
following a Notice of Motion presented to its Strategy & Assets Committee
meeting held 9 February 2021 regarding the heating of Greenwell Point Village
Pool.
|
Recommendation (Item to be determined under delegated
authority)
That Council:
1. Commit to the installation of Black Solar
Collector Heating at Greenwell Point Village Pool, to be funded subject to
any savings identified in the 2021/22 Swim Sport Fitness Capital Works
Program.
2. Identify solar heating installations in
the Long-Term Financial Plan, one location per annum at $45,000 ex-GST per
location, for the remainder of Council’s Village Pools being Kangaroo
Valley, Berry, Shoalhaven Heads and Milton to commence from the 2022/23
Budget.
3. Seek grant funding opportunities to
expedite the installation of Black Solar Collector Heating at Greenwell Point
Village Pool and other Village Swimming Pools across the Shoalhaven LGA.
|
Options
1. Adopt the
recommendation as written.
Implications:
· Cost-effective
method of heating pool water compared with alternate heating options.
· Low
ongoing operational and maintenance costs.
· Fit
for purpose given size and location of Greenwell Point Village Pool.
· Possibility
of community expectations to extend season length and operational hours at
Greenwell Point Village Pool, which may require
additional funds.
2. Council install
LPG Gas Heating at Greenwell Point Village Pool.
Implications:
· Requires
additional investigation to be undertaken.
· Relies
on a non-sustainable resource to heat.
· Expensive
ongoing operational and maintenance costs.
· Requires
additional operational funding.
· Shorter
asset life than other options.
· Requires
pool covers to be purchased in addition so as to maintain water temperature,
increasing capital outlay by $40,000 along with additional operational costs to
maintain, meet increased power consumption charges and staffing to operate.
· Possibility
of community expectations:
o To
extend season length and operational hours at Greenwell Point Village Pool,
which may require additional funds.
o To
install gas heating at other Village Pools.
3. Council install
an Electric Heat Pump at Greenwell Point Village Pool
Implications:
· Expensive
ongoing operational and maintenance costs.
· Requires
additional operational funding.
· Requires
pool covers to be purchased in addition so as to maintain water temperature,
increasing capital outlay by $40,000, along with additional operational costs
to maintain, meet increased power consumption charges and staffing to operate.
· Requires
a significant power upgrade to site prior to installation, prompting an additional
cost between $100,000 - $300,000.
· Higher
ongoing operational costs due to increased energy consumption.
· Possibility
of 12-month installation / construction timeframe.
· Requires
additional investigation to be undertaken.
· Relies
on a non-sustainable resource to heat.
· Possibility
of community expectations:
o To
extend season length and operational hours at Greenwell Point Village Pool,
which may require additional funds.
o To
install electric heat pumps at other Village Pools.
4. Reject the recommendation
and provide an alternate
Implications:
· Dependent
upon Council’s decision.
· May
delay installation of solar heating at Village Pools.
Background
Following a Notice of Motion presented to its Strategy &
Assets Committee meeting held 9 February 2021, Council made the following
resolution at its Ordinary meeting held 23 February 2021 (Min21.89):
“That a report be provided back to Council for:
1. Possible options for heating the Greenwell Point
Swimming Pool.
2. Costing to undertake this proposal.
3. Possible funding options.”
Located within the Greenwell Point Titania Park Precinct,
Greenwell Point Village Pool is one of five Village Pools managed by Shoalhaven
Swim Sport Fitness, along with:
· Berry
Village Pool
· Kangaroo
Valley Village Pool
· Milton
Village Pool
· Shoalhaven
Heads Village Pool
These pools are highly regarded and much valued community
assets, typically operating seasonally from November to March inclusive. The
commencement and conclusion of each Village Pool season can present swimmers
with cooler pool temperatures of between 15 to 17 degrees Celsius. These cooler
temperatures can act as a deterrent to even the most dedicated swimmers.
The proposals put forward in this
report present Council with the option to maintain pool temperatures to a
minimum of 22 degrees. Gas and electricity, being more effective and able to
maintain much higher temperatures present Council with economic and
sustainability considerations.
It should also be noted that the
solar option presented in this report does not generate electricity.
For completeness, staff have
undertaken investigations into heating options for all Village Pools, and
provide the following options for consideration:
1. Solar
Collector – Black Matting
Solar pool heating utilising black
matting has proven to be the most efficient method of heating pool water
compared with the efficiency rates of other heating systems. This is due to
having a faster thermal response and, typically, more resistant to climate and
chlorine.
Pool solar heating systems generate
heat rather than electricity, via a solar pump that works to siphon water
through a tube network returning heated water to the pool.
It is important to note that, while
solar heating will provide adequate maintenance of water temperature during the
existing summer season, it is not capable of generating enough heat to extend
the season throughout the cooler months. Solar heating has an asset life of
approximately 15 years before the need for replacement.
2. LPG
Gas Pool Heating
Gas heating is known for being fast
and reliable, capable of maintaining water temperature up to 28 degrees
year-round.
While gas heating is a reliable and
effective option to heat pool water, it relies on a non-sustainable resource to
operate. Additionally, gas heating systems will attract high maintenance costs and will prompt the need to install pool covers to retain
water temperature overnight and during cooler weather – further
increasing the capital outlay for installation by $40,000 along with charges
for increased power consumption and extra staff to be rostered twice daily to
operate the pool covers. Gas heating has an asset
life of approximately 10 years before the need for replacement.
3. Electric
Heat Pump
Installation of electric heat pumps
are typically utilised in major aquatic centres, providing up to 350kW heating
capacity.
Compared to gas heating equipment,
electric heat pumps are a relatively cost-effective alternative, however,
require significant capital outlay in both purchase and upgrade to local
electricity substations. This can be in the order of $100,000 to $300,000 for
the power upgrade alone.
Additionally, electric heat pump
heating systems will attract high maintenance costs and will prompt the need to
install pool covers to retain water temperature overnight and during cooler
weather – further increasing the capital outlay for installation by
$40,000 along with charges for increased power consumption and extra staff to
be rostered twice daily to operate the pool covers.
Electric heat pumps have an asset
life of approximately 15 years before the need for replacement.
Community Engagement
Solar heating introduction has the
potential to increase patronage in an otherwise low patronised facility, by
making it more attractive for families with young children who would benefit
from the warmer water temperatures.
Should Council resolve to install solar heating at Greenwell
Point and the remaining Village Pools in the subsequent out-years, staff will
engage with communities surrounding each facility to advise them of
Council’s intention and timeline for rolling out the water heating
program throughout Shoalhaven.
Financial Implications
The costs below provide estimates on
capital and ongoing operational costs and are based on a ‘per
location’ cost. The current financial year budget is fully committed and
installation of solar heating cannot be funded through the current financial
year budget.
As the 2021/22 Works Program has
already been identified and aligned with the Shoalhaven Swim Sport Fitness
Asset Management Plan, it is intended to deliver the installation of the solar
collector black matting at Greenwell Point Swimming Pool subject to any
identified savings in next financial year’s budget. Staff will also seek
any grant funding opportunities and make submissions to seek funding for solar
collector black matting at this and other village swimming pool locations
across the LGA.
|
|
Capital
$
|
Operational / Ongoing
$
|
|
Option 1 – Solar Collector – Black Matting
|
|
Purchase of Equipment
|
44,000
|
|
|
Seasonal Operational Cost (Additional 5000kWh per
season energy consumption to operate solar pump)
|
|
1,000
|
|
Option 1 TOTAL PER SITE
|
$44,000
|
$1,000
|
|
|
|
|
|
Option 2 – LPG Gas Heating
|
|
Purchase of Equipment
|
50,000
|
|
|
Seasonal Operational Cost (Utility cost, pump
running costs)
|
|
12,000
|
|
Seasonal Maintenance Costs
|
|
5,000
|
|
Pool Cover installation
|
44,000
|
|
|
Additional staff to operate pool covers
|
|
20,000
|
|
Option 2 TOTAL PER SITE
|
$94,000
|
$37,000
|
|
|
|
|
|
Option 3 – Electric Heat Pump
|
|
Purchase of Equipment
|
100,000
|
|
|
Power Upgrade to Install
|
100,000 -300,000
|
|
|
Seasonal Operational Cost (Additional energy consumption)
|
|
15,000
|
|
Seasonal Maintenance Costs
|
|
5,000
|
|
Pool Cover installation
|
44,000
|
|
|
Additional staff to operate pool covers
|
|
20,000
|
|
Option 3 – TOTAL PER SITE
|
$244,000 to $544,000
|
$40,000
|
Risk Implications
Following installation of solar heating
at Greenwell Point Village Pool, it is not unreasonable to assume that the
community may request extension of facility operating hours and summer season
length.
Staff have investigated cost
implications based on monthly extension of Shoalhaven Swim Sport Fitness
Village Pools, which would be an additional cost to Council of $13,000 ex-GST
per month / per pool, based on solar heating. Should Council proceed with other
options, the costs will increase further.
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Strategy and
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SA21.103 Tender
- Construction of Amenities Building - Milton Showground
HPERM Ref: D21/162625
Department: Community
Planning & Projects
Approver: Jane
Lewis, Director - City Lifestyles
Reason for Report
To allow Council to consider the
Tender Evaluations Panel’s recommendation concerning Tender reference
66414E – Construction of Amenities Building at Milton Showground.
In accordance with Section
10A(2)(d)(i) of the Local Government Act 1993, some information should remain
confidential as it would, if disclosed, prejudice the commercial position of
the person who supplied it. It is not in the public interest to disclose this
information as it may reveal commercial-in-confidence provisions of a contract,
diminish the competitive commercial value of any information to any person
and/or prejudice any person’s legitimate business, commercial,
professional or financial interests. This information will be considered under
a separate confidential report.
|
Recommendation
(Item to be determined under delegated authority)
That Council consider a
separate confidential report in accordance with Section 10A(2)(d)(i) of the
Local Government Act 1993.
|
Options
1. Accept the
recommendation and consider the matter in a confidential setting.
2. Defer the mater
to a councillor briefing.
Details
In 2020 Council obtained funding via the NSW Department of
Planning, Industry and Environment – Crown Lands – Phase one, NSW
Showground Stimulus package for an accessible amenities and laundry building
and pathways at Milton Showground.
The works also include the construction of timber decking,
ramp and accessways.
Council called Tenders for the construction of an amenities
building on 2nd March which closed at 10am on 23rd March
2021.
Tenders Received
Tenders were received from the following:
|
Tenderer
|
Location
|
|
Pearce and Percy Constructions Pty Ltd
|
North Nowra
|
Details relating the evaluation
of the tenders are contained in the confidential report.
Community Engagement:
Refer to confidential report.
Policy Implications
Nil for
this report.
Financial Implications:
Refer to confidential report.
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Strategy and
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SA21.104 Acceptance
of Grant Funding - Regional Cultural Fund Digitisation Round
HPERM Ref: D21/170454
Department: Arts
& Culture
Approver: Jane
Lewis, Director - City Lifestyles
Reason for Report
To seek Council’s approval
to accept $132,481 (excl GST) from Create NSW as part of the Regional Cultural
Fund Digitisation Round to undertake a project to establish a digitisation
studio within Shoalhaven Regional Gallery and work with five (5) volunteer led
museums in the Shoalhaven to upskill volunteers and provide support for the
digitisation of objects and items in their collections.
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Recommendation
(Item to be determined under delegated authority)
That
1. Council accept the grant funding of
$132,481 (excl GST) from the Regional Cultural Fund Digitisation Round and
undertake the project supporting volunteer museums to begin digitisation of
collections
2. Write to Create NSW and The Hon. Don
Harwin MLC, Minister for the Arts, to thank them for the grant.
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Options
1. Council accept
the grant of $132,481 (excl GST) awarded as part of the Regional Cultural Fund
Digitisation round.
Implications: The proposed digitisation project
with associated upskilling and support for volunteer led museums will be
carried out as proposed within the application.
2. Council do not
accept the funding and provide alternate direction to staff.
Implications: The project would not be delivered,
and the funding would not be received.
Background
The Regional Cultural Fund (RCF)
has been established by the NSW Government to support the development of
cultural infrastructure (including digitisation) in regional NSW that enables
bold, exciting and diverse arts and cultural activities.
The focus of Rounds One and Two of the
Regional Cultural Fund was to support built infrastructure. Following feedback
and assessment of applications, a strong need was noted for support of
digitisation projects. The Digitisation Round was established to support
local councils to set up a ‘hub and spoke’ model to increase
digitisation capabilities in regional NSW.
The RCF digitisation round aims to:
· Maximize the reach
of funds by embedding digitisation resources and expertise in regional arts and
cultural organisations
· Create or enhance
partnership networks, enabling the sector to continue digitisation collections
into the future and fully leverage future opportunities
· Complete the
Collections and Stories website (pilot project by Museums & Galleries NSW)
to enable centralised, high quality access to digitised museum objects
dispersed throughout regional NSW and showcase regional collections.
The successful project from the Shoalhaven will see staff
from the Regional Gallery, Library and Records work with volunteers from five
(5) museums and three (3) external consultants to provide support and skills in
all aspects of collection digitisation including, collection management,
collection databases, collection care and movement, photography skills, post
processing skills, metadata understanding, curatorial writing and record
keeping.
The successful delivery of the grant will see:
· Purchase of 5-year
e-hive licences for each of the volunteer led museums, providing opportunity
and capacity to continue the digitisation project beyond the grant funded
period
· Digitisation of at
least 50 objects per museum – ensure more than 200 objects from
collections across the Shoalhaven are available for viewing online by July 2022
· Use of Shoalhaven
City Council’s Digital Asset Management System (DAMS) to store in
perpetuity the images created of objects through the project
· Training for staff
and volunteers in aspects of digitisation
· Creation of a
digitisation studio at Shoalhaven Regional Gallery.
Across the Shoalhaven there are
more than 250,000 cultural objects, ranging from the personal archives of
artist Arthur Boyd, to decommissioned Naval Aircraft, photos, and archives
association with the Bomaderry Children’s Home (birthplace of the Stolen
Generation) and 5 National Historic Vessels. This grant will help to
mitigate some of the threats faced by the collections and begin the process of
creating a full and complete digital record of those collections managed by
volunteers. Through the Hub and Spoke model we will support our
communities to access their cultural history in new ways and provide a resource
that will be able to be utilised by many different community groups into the
future.
Community Engagement
The Regional Cultural Fund
Digitisation Project will work directly with five (5) volunteer led
organisations. These are:
· Lake
Tabourie Museum Foundation
· Milton
Ulladulla Historical Society
· Kangaroo
Valley Pioneer Village & Historical Society
· Berry
Historical Society
· Bomaderry
Children’s Home
Following the grant period, the
digitisation studio will be made available to a wide range of community groups
and organisations. There are several organisations who have already
expressed an interest in the facilities that will be provided including Sydney
Living Museums, Bundanon, Southland, Vincentia Matters and Jerrinja
Community.
Financial Implications
The grant application stated
that $5,000 will be contributed to the project costs through the operational
budget of the Arts and Culture Unit. There will also be an ongoing cost
to support IT licences and storage upgrades for the DAMS (approx. $2,000pa) and
upgrade of equipment for the digitisation studio after a 3-5 year period.
The use of the studio and each component of the equipment will be reviewed and
assessed prior to any upgrades occurring to ensure the items are essential and
that the studio is fulfilling the purpose it was established for.
Risk Implications
There is a reputational risk
associated with not accepting the grant. The grant funds were announced
by the Minister for the Arts in a media call, and the organisations involved in
the project are all very enthusiastic about the opportunity for digitisation
and upskilling provided through this grant.
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SA21.105 Acceptance
of Bushfire Community Recovery and Resilience Fund - Stream 2 Grants and 12
Month Extension of Community Recovery Officer Funding
HPERM Ref: D21/179057
Department: Community
Connections
Approver: Jane
Lewis, Director - City Lifestyles
Reason for Report
To inform and seek Council approval to accept the:
· Bushfire
Community Recovery and Resilience Fund Stream 2 Grant to fund a 12-month fixed
term Project Officer to work with fire affected communities to develop
Community Needs Assessments.
· Resilience
NSW funding to extend the appointment of the Community Recovery Officer
position for a further 12 months.
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Recommendation
(Item to be determined under delegated authority)
That
Council
1. Accept the Bushfire Community
Recovery and Resilience Fund Stream 2 Grant offer of $170,915.00 to fund a
12-month fixed term position to deliver Community Needs Assessments for
Bushfire Affected Communities.
2. Accept the Resilience NSW Funding of
$220,000 to extend the Bushfire Recovery Officer Position for a further 12
months and acknowledge that this funding includes an additional $70,000 for
programs.
3. Authorise the Director – City
Lifestyles to sign the funding agreement with Resilience NSW for the above
projects.
4. Write to the Minister David
Littleproud MP, Minister for Agriculture, Drought and Emergency management to
thank him for the additional Funding for the Community Recovery Officer.
5. Write to Minister John Barilaro MP,
Minister for Regional NSW, Industry and Trade to thank him for the funding
granted through the Bushfire Community Recovery and Resilience Fund for a
Community Project Officer to deliver needs assessments to Bushfire affected
communities in the Shoalhaven.
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Options
1. Council accepts:
a. The Resilience
NSW funding through the Bushfire Community Recovery and Resilience Fund of
$170,915 to fund a 12-month fixed term position to deliver community needs
assessments for Bushfire affected communities and accepts the
Implications:
· Council
will employ a dedicated Project Officer to work with fire affected communities
to produce at least 15 Community Needs Assessments for individual communities.
· Communities
will be engaged in the planning process and encouraged to advocate for their
communities.
· Communities
will have their own needs assessment document to assist with future funding and
grant applications.
· Council
will map community assets.
b. The Resilience
NSW extension funding for the Community Recovery Officer.
· Council
will receive up to $150,000 for position related costs and an additional
$70,000 for projects.
· Councils
Recovery Officer role will be broadened to include supporting flood affected
communities and business.
· Council’s
current Community Recovery Officer role will be extended to October 2022.
2. Council rejects
the recommendations and does not accept the funding.
Implications
· May create a
community perception that Council does not support community initiatives or
localised planning.
· Council’s
recovery initiatives will be transferred to the Community Capacity Building
team as part of business as usual.
Background
Bushfire Community
Recovery and Resilience Fund
On 29 September 2020, the
Bushfire Community Recovery and Resilience Fund (BCRRF)– Phase Two was
opened. Phase Two of the BCRRF supports community recovery by funding $25
million worth of projects that promote community well-being, social and broader
recovery and future disaster resilience following the bushfires.
Councillors where briefed on
Council’s proposed submission on 19 November 2020.
The project has been successful
in attaining grant funding of $170,915 to employ a 12-month fixed term position
within council to deliver a strategic consultative process to identify
community issues, gaps in service provision and underlying community strengths
and causes of hardship in identified fire affected communities as well as
mapping assets.
The funding provides for
$126,465 staffing costs including wages and on costs as well as $44,450 for
engagement activities, projects, and marketing, promotion, and recruitment.
The resulting reports will
provide an opportunity for Council and community members to develop solutions
to address these identified issues. The 15 communities have been selected
because they were affected by the 2019/2020 bushfires. They are communities
where the impact of the fires is still being felt and who are still working
through their recovery. It is proposed to develop the needs assessments in the
following communities:
· Kangaroo
Valley (including Budgong and surrounds)
· Sussex
Inlet
· Wandandian
· North
Durras/Depot Beach
· Brooman
/ Mogood / Morton
· Kioloa/Bawley
Point
· Lake
Tabourie/Woodburn
· Conjola
Park / Lake Conjola
· Fishermans
Paradise
· Manyana/Bendalong
· Milton
and Surrounds (including Yatte Yattah)
· North
Nowra and surrounds
· Woollamia
/ Falls Creek and Parma
· Sassafras
/ Tianjara
· Tomerong
Council will foster a
collaborative approach within communities to map assets, identify gaps and
explore opportunities for economic and social improvement. Council will
work collaboratively with community to identify and encourage collective action
on issues which are important to them, to improve community safety, increase
community cohesion, reduce social isolation, and improve employment
opportunities.
This project was inspired by
conversations with the Fisherman’s Paradise community who had requested a
piece of work like this. It compliments existing work, funded by Building
Better Regions, within Council to empower the communities of Bomaderry,
Sanctuary Point and Orient Point to develop Community Needs Assessments through
a strengths-based approach.
In scoping this project, Council
have received support from the communities in Budgong, Conjola,
Fisherman’s Paradise, Lake Tabourie, Huskisson / Woollamia and Sussex
Inlet.
Community Recovery Officer
funding extension
On 8 April 2021, the Hon David
Littleproud MP, Minister for Agriculture, Drought and Emergency Management,
announced a 12-month extension to the provision of NSW bushfire Community
Recovery Officers (CRO), with their support services extended to flood recovery
as well.
The extension means community-based liaison officers are
available to help bushfire and flood victims navigate immediate assistance,
grants for household and structural repairs, and other recovery needs.
Minister Littleproud said local council-appointed CROs,
together with the Commonwealth recovery officers, are well placed to understand
disaster recovery within their communities – bushfire or flood.
The current Community Recovery Officer is employed until
October 2021. This funding of $220,000 will enable Council to extend this to
October 2022 and will enable Council to retain a focus on community recovery
without reverting to Business as Usual.
The funding includes $150,000 towards employment costs
(wages and on costs) and an additional $70,000 of program funding to support
Shoalhaven communities in their recovery.
When submitting the grant
application for the BCRRF, Council liaised with CCB’s in fire affected
communities to ascertain buy-in. Council received no negative feedback and
received emails of support from CCB’s and community groups in Budgong,
Conjola, Fisherman’s Paradise, Huskisson / Woollamia, Lake Tabourie and
Sussex Inlet.
A broad round of community
consultation will occur when the new Project Officer is in place to ensure
local buy-in to the process when we commence work on the needs-assessments. The
final list of participating communities will be ascertained following
consultation and recruitment.
Financial Implications
Both of the above grants are 100% funded and require no
contribution from Council.
The Recovery Officer funding requires Council to expend the
funds and claim them back via reimbursement on a quarterly basis.
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SA21.106 Thurgate
Oval - Proposed Dog Park - Status Update
HPERM Ref: D21/190948
Department: Community
Planning & Projects
Approver: Jane
Lewis, Director - City Lifestyles
Reason
for Report
This
report has been prepared in response to MIN21.25, in order to update
Councillors on the project, as well as provide recommendations which will allow
for the actioning of Item 4 of MIN21.25.
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Recommendation
(Item to be determined under delegated authority)
That
Council
1. Request Bomaderry Community Inc.
provide detailed construction-ready designs and quantity survey / estimate of
probable costs to Council staff.
2. Write to the Community Building
Partnerships program supporting the extension of the Community Building Partnerships
funding granted to Bomaderry Community Inc. into the next financial year in
order to align with the funding identified in the Draft DPOP for Thurgate
Oval Dog Park.
3. Continue to work in collaboration
with Bomaderry Community Inc to deliver Thurgate Oval Dog Park.
4. Establish a Council-led Project
Control Group comprising relevant Council staff and representatives from
Bomaderry Community Inc. and prepare a Project Governance Plan.
5. Continue to support Bomaderry
Community Inc. in preparation of grant funding applications.
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Options
1. Adopt the
recommendation
Implications: Recommendation is cognisant of the
need to complete more detailed designs and undertake environmental assessments,
investigations, community consultation while being aware of Bomaderry.
2. Adopt an
alternative recommendation
Implications: Implications on existing staff
resourcing and budgets, depending on nature of the alternative recommendation.
Background
In April 2019, Council received a request from Bomaderry
Community Inc for a fenced dog off leash area in Bomaderry. At its
September 2019 Strategy & Assets Committee meeting, Council resolved to
implement a 12-month trial dog off leash area at Thurgate Oval, Bomaderry
(MIN19.634):
1. Implement a
12 month trial for a designated 24/7 off leash dog area at Thurgate Oval
Bomaderry.
2. Provide the
appropriate signage and information for the trial area.
3. A further
report be provided to Council on the outcomes and community feedback following
the trial or as required.
4. CEO provide a
report back to Council on fencing options available and costing to enable grant
applications.
5. Senior staff
meet with Bomaderry Community Inc to discuss options and way forward for this
project.
Subsequent to MIN19.634, at the
June 2020 Strategy & Assets Committee meeting, Council resolved to support
Bomaderry Community Inc through provision of in-kind contributions to formalise
Thurgate Oval as a dog off leash area (MIN20.403):
1. Accept the
interim report for information and receive a further in relation to dog
off-leash areas once all current dog off-leash trials have been completed.
2. Allocate a
budget of $35,500 from savings within the Community Projects 2019/20 Budget for
the installation of signage and fencing at West Street, Greenwell Point to
formalise the dog off-leash area.
3. Support the
provision of in-kind contributions from Council to the value of $29,850 to
formalise the dog off leash area at Thurgate Oval in the form of letters of
support, site survey, waiver of development fees, rubbish bins, landscaping
materials and water supply reticulation to Bomaderry Community Inc in their
endeavours to obtain grant and other funding for this project.
4. Investigate
further upgrade of existing stairs at Victor Avenue, Narrawallee and
provide costings in the final report.
5. Ensure that
Council Rangers continue to patrol the Paradise Beach Sanctuary Point and South
Narrawallee Beach areas on a regular basis to reinforce that dogs must be on a
leash.
During this time, Council staff
have worked collaboratively with Bomaderry Community Inc and attended regular
meetings as members of the project ‘Governance Committee’ and
‘Project Team’ to formalise Thurgate Oval as a dog off leash park.
These teams are administrated by Bomaderry Community Inc.
In July 2020, Bomaderry
Community Inc. submitted draft plans to Council for review, regarding which
Council staff provided initial assessment and feedback. A subsequent design was
provided in September 2020 addressing some of the matters raised by Council
staff. One design element which requires further investigation and
consideration is the two Splash Pools. To progress this project further Council
have requested that Bomaderry Community Inc provide detailed plans to Council
to assist the project in moving forward. Council staff have offered to
work with Bomaderry Community Inc to explain the next steps in the process.
Staff have progressed the Review of Environmental Factors; however, cannot
progress this until detailed plans are received.
At Council’s Ordinary
Meeting held 25 January 2021, a Notice of Motion was received seeking to
endorse the concept plans developed for Thurgate Oval Dog Park, as illustrated
in Figure 1 below:
Figure 1 – Thurgate Oval Dog Park (reported to
Ordinary Meeting - 25 January 2021)
In response to the Notice of
Motion, it was resolved that Council (MIN21.25):
1. Receive and
endorse the final concept Plans for “Bomo” Dog Park at Thurgate
Oval Bomaderry
2. Receive the
Bomaderry Community Inc Governance Plan for “Bomo” Dog Park for
information.
3. Continue to
work and support Bomaderry Community Inc in funding grant applications for the
project.
4. Receive a
report on the ongoing annual maintenance and operational costs to provide the
Thurgate Oval Dog Park.
To date, Bomaderry Community Inc. have received $25,000 in
grant funding through the Community Building Partnerships for fencing materials
and labour. It is anticipated through quotations received that additional
funding will be required.
This
report provides an update to the project and recommends a way forward to manage
the development of the Thurgate Oval Dog Off-Leash area.
Item 4 of the above minute asks
to receive a report on the ongoing annual maintenance and operation costs to
provide the improvements. In order to provide an accurate representation of
these costs, Council staff require more detailed plans.
Community Engagement
This is a community driven
project on which Bomaderry Community Inc is working in collaboration with
Council, and with the assistance of volunteers and local businesses to
deliver.
Bomaderry Community Inc is a
community-based organisation, which aims to build a stronger, more connected
community for Bomaderry and Meroo Meadow. Throughout the process, Bomaderry
Community Inc has been actively involving the community in their process using
petitions and surveys.
A survey was distributed by
Bomaderry Community Inc seeking to understand community interest and desire for
a dog park. The survey had 157 respondents, 87.9% of which live within 2541
postcode. These surveys showed strong support for a dog park in the area. A
separate petition collected 560 signatures in support.
Council has not yet undertaken
its own community consultation in relation to this project; however, a
‘Get Involved’ page will be established once the project is more
progressed to inform the community and, if appropriate, seek feedback.
A Project Control Group (PCG)
will be established which will be made up from Council staff and members of the
Bomaderry Community Inc. A Governance plan will be drafted and will guide the
project. This will facilitate regular communication between all parties
involved in this project, ensure decisions are documented and the project
budget along with any variation are managed appropriately.
Financial Implications
The draft DPOP has $50,000 identified for Thurgate Oval Dog
Off-Leash Area in 2021/22; in addition, as per MIN20.403 above, Council has
committed to providing $29,850 as an in-kind contribution for provision of a
fenced dog off-leash area at Thurgate Oval, in the form of:
· Letters
of support
· Site
survey
· Waiver
of development fees
· Rubbish
bins
· Landscaping
materials
· Water
supply reticulation
The cost to deliver the dog park
as endorsed are estimated by Bomaderry Community Inc to be in excess of
$300,000, excluding in-kind contributions. It should be noted that elements of
the park have not been quoted for; as such the cost of the park may increase
when quotes / quantity survey are received.
Council staff are aware of elements being proposed which are
not included in the plans received. It is hoped that clarification will be
gained through the receipt of more detailed plans.
Risk Implications
Flooding
Thurgate Oval is flood affected and categorised as a High
Hazard flood storage zone. Flood events in future may cause damage to any
infrastructure installed and may require premature replacement of assets. These
flood events have potential to increase the asset’s maintenance and
operational costs, depending on severity of flooding events. The extent that
future flood events may damage infrastructure is not known.
Splash Pools
Inclusion of water elements presents increased risk for
management by Council. The proposed Splash Pools should comply with NSW Office
of Local Government Water Safety Practice Note 15. Dependent on the size
of the body of water, Council is required to carefully consider:
· Water
safety aspects
· Treatment
/ filtration for public health
· Any
body of water will become attractive to potential swimmers - Council needs to
consider, whilst not constructed as a public swimming pool, there are intrinsic
risks associated with the asset - young children will not see the difference
and / or its dangers.
Water Safety Practice Note 15 provides some guidance to
Councils in risk management. Risk mitigation measures would need to be
explored once a detailed design is received from Bomaderry Community Inc.,
which may include aspects which may would increase the project’s capital
cost as well as operational and maintenance costs.
Acid Sulphate Soils
The site contains Acid Sulphate Soils. The presence of Acid Sulphate
Soils at Thurgate Oval may require a specialist consultant to be engaged to
manage the disposal of the affected soil. This may increase project
delivery/investigation cost.
Project Management
This is a community driven
project which will require oversight from Council to ensure due diligence and
compliance with any environmental controls are met as the project progresses
from concept stage, to detailed design / investigation and onto the
construction and delivery stage.
To assist with the delivery and project management aspects
it is proposed that Council establish a formal Project Control Group with
representatives from Bomaderry Community Inc. and relevant Council staff who
can provide professional support, advice and guidance. It is also proposed that
Council staff prepare a Project Governance Plan.
Funding
While some funding has been
identified for this project, the current capital cost is substantially greater
than what is available. There is potential, through a Council-led PCG, to
identify staged development of Thurgate Oval in order to deliver within the
available budget.
Council staff are aware that
Bomaderry Community Inc intend to initially deliver the fence and associated
civil works and earthworks. However, due to the unknown costs of some elements,
and the need for environmental controls, the identified budget may still not be
adequate to deliver the fence in its current form.
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SA21.107 Shoalhaven
Water - Debt Write Off - Telecommunications Rent
HPERM Ref: D21/118665
Department: Water
Business Services
Approver: Robert
Horner, Executive Manager Shoalhaven Water
Reason for Report
To provide Council with an
opportunity to consider writing off (particular) Telecommunications Rental
debts at the following sites:
1. Mt Cambewarra
Telecommunications Facility
2. Vincentia
Telecommunications Facility
Further information regarding
the Telecommunications Rent is provided in a separate confidential report in
accordance with Section10A(2)(c) of the Local Government Act 1993, which
provides that matters concerning information that would, if disclosed, confer a
commercial advantage on a person with whom the council is conducting (or
proposes to conduct) business.
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Recommendation (Item to be determined under delegated authority)
That
Council, in accordance with Section10A(2)(c) of the Local Government Act
1993, consider a separate confidential report to consider writing off the
debt in relation to Telecommunications Rent at Mt Cambewarra
Telecommunications Facility.
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Options
1. Proceed in accordance with the
recommendation.
Implications: This matter will be considered
by Council in a confidential meeting.
2. Propose an alternative and provide
further direction to staff.
Background
Staff have attempted to recover monies owed to Council in
relation to the debts listed in the Confidential Report, which has included the
engagement of an external debt recovery organisation and legal counsel.
In circumstances where it is considered that any further
action taken to recover monies owing would not be cost effective, it is
proposed that these debts be written off in accordance with the Local
Government (General) Regulation 2005 – REG 213.
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SA21.108 Sale
of Surplus Council Land at Terara
HPERM Ref: D21/136112
Department: Water
Asset Planning & Development
Approver: Robert
Horner, Executive Manager Shoalhaven Water
Attachments: 1. Plan
of Land to be Sold - Part of Lot 1 DP594857 ⇩
Reason for Report
To vary previous Council
Resolution MIN15.664 by approving the sale of part of Lot 1 DP594857 to Gerard
Lamond for a reduced price of $54,200.
The land to be sold is shown
edged red on attached ‘Plan of Land to be Sold’. Part of Lot 1
DP594857, highlighted yellow on the plan, has been excluded from the sale due to
Council infrastructure constructed over that land.
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Recommendation
That
Council:
1. Resolve to vary MIN15.664 and:
2. Sell part of Lot 1 DP594857, shown
edged red on ‘Plan of Land to be Sold’, for an amount of $54,200.
3. Reimburse the purchaser’s
reasonable legal costs from Council’s REMS Sewer Scheme Fund, in
accordance with the original land exchange agreement with the adjoining
landowner. Proceeds from the sale of the Council land are to be paid to that
fund to partially offset the acquisition costs.
4. If necessary, adjust the purchase
price for the lands in accordance with the area determined by final survey
plan.
5. Authorise the Common Seal of the
Council of the City of Shoalhaven be affixed to any documents required to be sealed.
6. Approve
a subdivision of Lot 1 DP594857 under officer delegation.
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Options
1. Resolve
as recommended. The land to be sold is surplus to Shoalhaven Water requirements
and was part of a land exchange agreement with the adjoining owner to
facilitate construction the Nowra Sewerage Treatment Plant (STP).
2. Not resolve as recommended and provide further directions to
staff.
Background
MIN15.664 approved the sale of
Lot 1 DP594857 and Lot 102 DP1067213 for $68,000 as a component of a land
exchange with the adjoining owner, Gerard Lamond. Lot 102 was sold in 2016 for
$13,700 in conjunction with the acquisition of land from Mr Lamond for the new
Nowra STP. The sale price for Lot 1 was therefor the balance of $54,300.
Lot 1 DP594857 was a drainage
channel made surplus by the new Nowra Wastewater Treatment Plant. The sale of
the land could not proceed until the treatment plant was constructed, became
operational and a staged filling of the channel and a water storage pond were
undertaken.
A survey undertaken following
completion of the construction work has identified that sewerage infrastructure
has encroached on a corner of Lot 1. A small triangular area is to excised from
Lot 1 for the infrastructure and also for improved access into the Nowra STP
site. An application for a subdivision of Lot 1 is recommended to be submitted
for approval by Council under officer delegation.
The sale price for the reduced area has been adjusted on a
pro-rata basis to $54,200 and agreed by the purchaser. If necessary, the sale
price is to be adjusted in accordance with the area determined by the final
survey plan.
Financial Implications
Proceeds from the
sale of the Council land is to be paid to Council’s REMS Sewer Scheme
Fund to partially offset the associated acquisition costs.
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SA21.109 Acquisition
of Easement for Sewerage Purposes - 14&16 Daley Crescent North Nowra
HPERM Ref: D21/151649
Department: Water
Asset Planning & Development
Approver: Robert
Horner, Executive Manager Shoalhaven Water
Attachments: 1. DP644296
- Easement Plan ⇩
Reason for Report
To seek Council approval to
acquire an Easement for Sewerage Purposes 3 metres wide over Lots 19 & 20
DP 22131, Nos. 14-16 Daley Crescent, North Nowra from Edward and Maria Jolly. The
easement is shown highlighted on the attached copy of DP644296 and is required
for an existing sewer rising main.
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Recommendation
That
1. Council acquire an Easement for
Sewerage Purposes 3 metres wide over part of Lots 19 & 20 DP22131, Nos.
14-16 Daley Crescent North Nowra as shown highlighted on the attached copy of
DP 644296.
2. Council pay compensation of $19,000,
plus GST if applicable, and reasonable legal and valuation costs associated
with the acquisition in accordance with the provisions of the Land
Acquisition (Just Terms Compensation) Act 1991, from Shoalhaven Water’s
Sewer Fund.
3. The Common Seal of the Council of
the City of Shoalhaven be affixed to any documents required to be sealed.
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Options
1. Resolve as
recommended.
Implications: Acquisition of the easement is
required to formalise existing Shoalhaven Water sewer infrastructure.
2. Not resolve as
recommended and provide further directions to staff.
Background
The subject sewer rising main
was constructed in 1971 over private land, being Lots 19 & 20 DP22131. At
that time no legal entitlement was created to benefit Council for future
repair, maintenance and protection of the Shoalhaven Water asset.
A valuation undertaken on behalf
of Council by Walsh & Monaghan Pty Ltd assessed compensation for the
easement at $15,000, excluding GST. A conditional offer was made at that amount
plus reasonable costs associated with the acquisition.
In response, the owners’
Solicitor submitted a valuation and claim in the amount of $19,000. The Walsh
& Monaghan valuer revised his assessment to $17,000, based on information
contained in the owners’ valuation, and subsequently advised that the
claim of $19,000 was within reasonable limits to achieve a negotiated
agreement.
Risk Implications
Acquisition of the easement is
necessary to secure Shoalhaven Water’s legal operation and maintenance of
essential public infrastructure. The proposed action is administrative and has
no environmental impact.
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Strategy and
Assets Committee – Tuesday 18 May 2021
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Strategy and
Assets Committee – Tuesday 18 May 2021
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Local Government Amendment (governance &
planning) act 2016
Chapter
3, Section 8A Guiding principles for councils
(1)
Exercise of functions
generally
The
following general principles apply to the exercise of functions by councils:
(a) Councils should provide strong
and effective representation, leadership, planning and decision-making.
(b) Councils should carry out
functions in a way that provides the best possible value for residents and
ratepayers.
(c) Councils should plan
strategically, using the integrated planning and reporting framework, for the
provision of effective and efficient services and regulation to meet the
diverse needs of the local community.
(d) Councils should apply the integrated
planning and reporting framework in carrying out their functions so as to
achieve desired outcomes and continuous improvements.
(e) Councils should work
co-operatively with other councils and the State government to achieve desired
outcomes for the local community.
(f) Councils should manage
lands and other assets so that current and future local community needs can be
met in an affordable way.
(g) Councils should work with
others to secure appropriate services for local community needs.
(h) Councils should act fairly,
ethically and without bias in the interests of the local community.
(i) Councils should be
responsible employers and provide a consultative and supportive working
environment for staff.
(2) Decision-making
The
following principles apply to decision-making by councils (subject to any other
applicable law):
(a) Councils should recognise
diverse local community needs and interests.
(b) Councils should consider social
justice principles.
(c) Councils should consider the
long term and cumulative effects of actions on future generations.
(d) Councils should consider the
principles of ecologically sustainable development.
(e) Council decision-making should
be transparent and decision-makers are to be accountable for decisions and omissions.
(3) Community participation
Councils
should actively engage with their local communities, through the use of the
integrated planning and reporting framework and other measures.
Chapter
3, Section 8B Principles of sound financial management
The
following principles of sound financial management apply to councils:
(a) Council spending should be responsible and
sustainable, aligning general revenue and expenses.
(b) Councils should invest in responsible and
sustainable infrastructure for the benefit of the local community.
(c) Councils should have effective financial
and asset management, including sound policies and processes for the following:
(i) performance management
and reporting,
(ii) asset maintenance and
enhancement,
(iii) funding decisions,
(iv) risk management practices.
(d) Councils should have regard to achieving
intergenerational equity, including ensuring the following:
(i) policy decisions are made
after considering their financial effects on future generations,
(ii) the
current generation funds the cost of its services
Chapter
3, 8C Integrated planning and reporting principles that apply to councils
The
following principles for strategic planning apply to the development of the integrated
planning and reporting framework by councils:
(a) Councils should identify and prioritise key
local community needs and aspirations and consider regional priorities.
(b) Councils should identify strategic goals to
meet those needs and aspirations.
(c) Councils should develop activities, and
prioritise actions, to work towards the strategic goals.
(d) Councils should ensure that the strategic
goals and activities to work towards them may be achieved within council
resources.
(e) Councils should regularly review and
evaluate progress towards achieving strategic goals.
(f) Councils should maintain an
integrated approach to planning, delivering, monitoring and reporting on
strategic goals.
(g) Councils should collaborate with others to
maximise achievement of strategic goals.
(h) Councils should manage risks to the local
community or area or to the council effectively and proactively.
(i) Councils should make appropriate
evidence-based adaptations to meet changing needs and circumstances.