Attachments of Ordinary Council Meeting

1.2	Confirmation of Minutes of Previous Meeting
*Attachment 1*	*Minutes - Ordinary Meeting - 9 March 2021*

Central Coast Council

Ordinary Council Meeting

Held in the Council Chamber

2 Hely Street, Wyong

9 March 2021

MINUTES

Present

Dick Persson AM

In Attendance

Rik Hart Acting Chief Executive Officer

Malcolm Ryan Chief Operating Officer

Natalia Cowley Acting Director Corporate Affairs

Boris Bolgoff Director Infrastructure Services

Julie Vaughan Director Connected and Recreation Communities

Scott Cox Director Environment and Planning

Daniel Kemp Acting Director Water and Sewer

Notes

The Administrator, Dick Persson AM, declared the meeting open at 6.28pm and advised in accordance with the Code of Meeting Practice that the meeting is being recorded.

The Administrator, Dick Persson AM acknowledged the traditional custodians of the land on which the meeting was being held, and paid respect to Elders past, present and emerging.

The Administrator, Dick Persson AM adjourned the meeting at 6.29pm and advised the meeting would resume following the conduct of the Open Forum.

The Open Forum commenced at 6.29pm with the speakers addressing the Council on each of the subjects below;

· Chantelle Baistow - Popular vote on de-amalgamation

· Wolfgang Koerner - Referendum questions

· Sue Bradley - Sustainable Community Garden known as SWAMP

· Grahame Crough - Sustainable Community Garden known as SWAMP

The Open Forum closed with the Ordinary Meeting resuming at 6.50pm.

1.1 Disclosures of Interest

Time commenced: 6.51pm

Moved: Mr Persson AM

51/21 Resolved

That Administrator and staff now disclose any conflicts of interest in matters under consideration by Council at this meeting.

1.2 Confirmation of Minutes of Previous Meeting

Time commenced: 6.51pm

Moved: Mr Persson AM

52/21 Resolved

That Council confirm minutes of the Ordinary Meeting of Council held on 23 February 2021 and of the Extraordinary Meeting of Council held on 25 February 2021.

1.3 Notice of Intention to Deal with Matters in Confidential Session

Time commenced: 6.51pm

Moved: Mr Persson AM

53/21 Resolved

That Council receive the report and note that no matters have been tabled to deal with in a closed session.

2.1 Request for Memorial Plaque

Time commenced: 6.52pm

Moved: Mr Persson AM

54/21 Resolved

That Council approve the application by Mrs Dowling for a memorial plaque to be installed in memory of her late husband, Mr Robert Dowling.

3.1 Adoption of Gifts and Benefits Policy

Time commenced: 6.53pm

Moved: Mr Persson AM

55/21 Resolved

1 That the draft Gifts and Benefits Policy that is Attachment 1 to this report be adopted.

2 That Council write to each submission maker thanking them for their submission and advising of the outcome.

3.2 Adoption of Lobbying Policy

Time commenced: 6.53pm

Moved: Mr Persson AM

56/21 Resolved

1 That the draft Lobbying Policy that is Attachment 1 to this report be adopted.

2 That Council write to the submission maker thanking them for their submission and notifying them of the outcome.

3.3 Adoption of Draft Code of Meeting Practice for the purpose of public exhibition

Time commenced: 6.54pm

Mr Lachlan Smith, addressed the meeting at 6.55pm.

Moved: Mr Persson AM

57/21 Resolved

1 That in accordance with section 361 of the Local Government Act that a draft Code of Meeting Practice as attached be placed on public exhibition for a period of not less than 28 days, with submissions accepted for a period of not less than 42 days with the following amendment:

- Removal of provision for the conduct of Council Meetings at Gosford Administration Building

2 That in accordance with section 362 of the Local Government Act a further report be provided to Council following the conduct of the public exhibition period as a late report to the Council Meeting of 27 April 2021.

3 That commencing as soon as administratively practicable, the Agenda Paper for Council Meetings be distributed by 5pm three business days before the meeting and that the impacts of this process be reported to Council as part of the consideration of submissions.

3.4 Meeting Record of the Tourism Advisory Committee Meeting held 15 December 2020

Time commenced: 7.04pm

Moved: Mr Persson AM

58/21 Resolved

That Council endorse the Tourism Advisory Committee’s request that the outcomes of the Waterway Activation Study, RV Feasibility Study, and Eco and Rural Tourism Study to incorporate priority actions in the new Destination Management Plan to be developed for 2022- 2025 noting that this will be the subject of a future report to Council.

3.5 Outcome of Forensic Audit

Time commenced: 7.04pm

Mr Kevin Brooks, addressed the meeting at 7.05pm.

Moved: Mr Persson AM

59/21 Resolved

1 That Council receive the “Clayton Utz Legal and Financial Forensic Review closeout document” attached to this report.

2 That Council note that the reporting requirements in accordance with resolution 1081/20 have now been met.

3 That Council note that it will continue to receive a monthly report to a Council meeting detailing the financial position of Council at month end (being the Investment Report) as required under the Local Government Act 1993.

4.1 Biodiversity Stewardship Agreement for Council reserve at Glenning Valley

Time commenced: 7.24pm

Moved: Mr Persson AM

60/21 Resolved

That, in accordance with resolution 1004/18 of 12 November 2018, Council note this report and endorse the biodiversity stewardship agreement between the Biodiversity Conservation Trust and Council for R0345 Bomaderry Crescent Bushland and R0346 Bundeena Road Bushland, Glenning Valley and application to the Department of Planning, Industry and Environment (NSW) to transfer Biodiversity Offsets Scheme credits generated by the biodiversity stewardship agreement to Transport for NSW in return for $1,523,973.

4.2 Central Coast Local Environmental Plan - Inclusion of Council owned Deferred Matters Land

Time commenced: 7.25pm

Mr Gary Chestnut, addressed the meeting at 7.25pm.

Mr Chris Smith, addressed the meeting at 7.32pm.

Ms Barbara Wills, addressed the meeting at 7.36pm.

Moved: Mr Persson AM

61/21 Resolved

1 Further to Council’s resolution of 14 December 2020 to adopt the Central Coast Local Environmental Plan and Development Control Plan, that the following be included:

a) That all Council owned COSS land listed in Attachment 1 be zoned to E2 Environmental Conservation.

b) That all Council owned land listed in Attachment 2 be zoned as per the recommendations in Attachment 2.

2 That Council notify The Department of Planning, Industry & Environment (DPIE) of this decision and submit the draft CCLEP and supporting information to DPIE for approval and that public notification procedures for the draft CCDCP be undertaken.

4.3 Project Update for Wamberal Beach Terminal Protection and Sand Nourishment - Investigation and Concept Design

Time commenced: 7.46pm

Mr Mark Ellis, addressed the meeting at 7.46pm.

Moved: Mr Persson AM

62/21 Resolved

That Council receive the report on Project Update for Wamberal Beach Terminal Protection and Sand Nourishment - Investigation and Concept Design.

4.4 Adoption of Killarney Vale Long Jetty Catchments Floodplain Risk Management Study and Plan

Time commenced: 7.54pm

Moved: Mr Persson AM

63/21 Resolved

That Council adopt the draft Killarney Vale/Long Jetty Catchments Floodplain Risk Management Study and Plan (Links to Report – Link 1, Link 2) amended as follows:

a) Inclusion of Chapter 10 titled ‘Options for Managing the Potential Future Flood Risk.’.

b) Inclusion of the flood modification option in Table 24 of roadworks and the installation of kerb and gutter along Elsiemer Street and Pacific Street, Long Jetty as well as progressively across both catchments as funding allows.

c) Amendment of Table 1 such that the implementation responsibility for FM1 & FM2 (works on Wyong Road) be RMS/Council and the implementation responsibility for FM4 (works adjoining Central Coast Highway) be Reef Resort Owner/RMS/Council.

4.5 Adoption of Wallarah Creek Catchments Floodplain Risk Management Study and Plan

Time commenced: 7.55pm

Moved: Mr Persson AM

64/21 Resolved

That Council adopt the draft Wallarah Creek Catchment Floodplain Risk Management Study and Plan (Links to Report – Link 1, Link 2, Link 3) amended as follows:

a) Inclusion in Section 9.5 of a recommendation that Council pursue the preparation of a management plan for the sewerage system as per the recommendations detailed in the ‘Tuggerah Lakes Floodplain Risk Management Study 2014’.

b) Inclusion in Section 9.6.2 of a recommendation that future upgrade of Birdwood Drive, Blue Haven provide an opportunity to upgrade the local stormwater system and install kerb and guttering.

c) Amendment of Table 1 such that the implementation responsibility for FM1 (Doyalson Link Road Basin) be shared between RMS and Council.

4.6 Activities of the Development Assessment and Environment and Certification Units - October to December 2020 Quarter 2

Time commenced: 7.55pm

Moved: Mr Persson AM

65/21 Resolved

That Council notes the report on Activities of the Development Assessment and Environment and Certification Units - October to December 2020 - Quarter 2.

The Meeting closed at 7.57 pm.

Directorate	SERVICE LEVEL REDUCTION	IMPACT
Infrastructure Services	COMPLEX INVESTIGATIONS & TRAFFIC REVIEWS Traffic reviews that required mini studies will take longer than the current 3 month review time. Complex road and drainage investigations will also take longer than 3 month timeframe.	Now taking up to 6-12 months instead of 3 months.
ROAD RELATED MAINTENANCE Reduction in level of service in relation to road and footpath maintenance. Low risk tasks will not be undertaken. Responses undertaken on a risk basis. No change in response time for urgent repairs. Some realignment of the hazard inspection group will assist in planning for proactive responses to minimise customer complaints.	Increase in wait time repairing of potholes (low risk) from 30 days to 60 days Removal of debris not causing blockage will take 6-12 months instead of 3 months
ROADS CONSTRUCTION Reduction in capital program will mean less works visible to the community.	Reduced capital program from $80M to $60M (approx 25% LESS)
WASTE SERVICES All bin collections and domestic waste services will not change.	NO IMPACT
WASTE FACILITIES There are two tip sites in the LGA. Woy Woy and Buttonderry Waste facilities will remain unchanged.	NO IMPACT
Environment & Planning	DAs Slower development application determination times	Increase in determination times (currently lower than the State average of 40 days) will increase to the State level average.
COMPLAINT INVESTIGATIONS Slower response time. Priority will be given to safety & environmental issues.	Increased response time from 5 to 8 days, assuming complaint numbers remain static.
STRATEGIC PLANNING Reduction in the number of strategic planning projects, with a focus on a smaller number of priority projects eg. Comprehensive LEP, Housing Strategy, Developer Contribution Plan consolidation, Environmental Lands Review	Reduction in the number of strategic planning projects – down from X to Y.
Water & Sewer	WATER OUTAGES Slower response time to minor issues e.g customers will go longer without water where only a few properties are affected.
WATER Lower priority pro-active work will be undertaken less frequently e.g frequency of flushing of dead end mains will be reduced resulting in increased dirty water complaints (aesthetic issue, not health related)	Will now occur on a 6 monthly cycle instead of every 3 months.
EXTREME WEATHER EVENTS No contingency within day labour workforce to respond to extreme weather events – increased reliance on contract labour.
Community and Recreation Services	COMMUNITY & CULTURE removal of the following events from the annual calendar: o New Year’s Eve at Gosford o Australia Day at The Entrance o Australia Day Eve at Toukley o Winter at The Entrance o Winter at Gosford o Live Well Festival at Gosford o Mad Hatters at Gosford o Blues & Jazz Festival at The Entrance o Chalk the Walk Festival at Ettalong o Wyong Arts Festival o Gosford Christmas Parade o A 50% reduction in the overall school holiday program	· 40% reduction in grants programs · 30% reduction in town centre services · 40% reduction in Council events programs’ (see list for examples) · 50% reduction in the overall school holiday program
	LIBRARIES & EDUCATION · 45% reduction in FTE in Community Education Officers and relocation to Community & Culture · 50% FTE reduction in Environmental Educational Officers and relocation to Environmental Management · Reduction of Kanwal Service Approval from 59 to 39 places	· Closure of one facility – The Entrance Library · Closure of Smart Work Hub facility
	SPORTS FIELDS, PARKS & PLAYGROUNDS · Reduced maintenance on sporting fields during peak season · Reduced capacity to take on new assets · Reduced servicing to high priority sites such as Kibble Park · No street tree planting · 33% reduction in weekday litter collection and BBQ cleaning · Reduced capacity to take on new assets such as Gosford Waterfront Park, South End Park Gwandalan etc · 3 weekly peak season mowing period reduced to 8 weeks a year and only 4 months from 6 months	· Reduction in maintenance frequency for parks, sportsfields, including mowing, tree trimming and grounds care

Total Received	Page No.	Summary of Submission	Staff Recommendation
1	N/A	Support for the Special Rate Variation and comments on assuring this doesn't occur again in the future	No change to the Revised LTFP. Thank you for your submission to the Revised Long Term Financial Plan. Your support for the Special Rate Variation is noted and will be provided to IPART. For up to date information on the background of the financial situation, the Administrator’s findings and what initiatives are underway to reduce expenditure or source additional income please refer to Council’s website: https://www.centralcoast.nsw.gov.au/council/news/councils-financial-situation
11	N/A	Various questions and comments on the financial situation	No change to the Revised LTFP. Thank you for your submission to the Revised Long Term Financial Plan. Your feedback is noted. For up to date information on the background of the financial situation, the Administrator’s findings and what initiatives are underway to reduce expenditure or source additional income please refer to Council’s website: https://www.centralcoast.nsw.gov.au/council/news/councils-financial-situation
11	N/A	Objection to the Special Rate Variation	No change to the Revised LTFP. Thank you for your submission to the Revised Long Term Financial Plan. Your objection to the Special Rate Variation is noted and will be provided to IPART.
1	N/A	Questions on the pensioner rebate	No change to the Revised LTFP. Thank for your submission to the Revised Long Term Financial Plan. Council provides rebates and hardship assistance for those having trouble paying their rates – please refer to the Debt Recovery and Hardship Policy, which includes pensioner rebates as well as personalised payment plans.

Total Received	Page No.	Summary of Submission	Staff Recommendation
1	N/A	Comments on the pensioner rebate	No change to the Draft Debt Recovery and Hardship Policy. Thank for your submission to the Draft Debt Recovery and Hardship Policy. Your feedback is noted and will be provided to IPART.
3	N/A	Objection to the Special Rate Variation	No change to the Draft Debt Recovery and Hardship Policy. Thank for your submission to the Draft Debt Recovery and Hardship Policy. Your objection to the Special Rate Variation is noted and will be provided to IPART.
2	3, 4, 5 and 6	Various questions and comments on the Draft Debt Recovery and Hardship Policy	No change to the Draft Debt Recovery and Hardship Policy. Thank for your submission to the Draft Debt Recovery and Hardship Policy. In response to the points raised: · Clause 29) The sale of a property is legislatively one of the very last resorts a Council can employ for rates recovery. Under the Local Government Act 1933 vacant land can be sold where rates and charges remain unpaid for 1 year and with respect to any other land a council cannot proceed to sell a property until rates and charges have not been paid for 5 years · Clause 34) While there is provision for Council to restrict (reduce) water supply, this is not a measure often utilised by Central Coast Council · Clause 42) Council relies on payments for rates and water to fund essential services for the community. Council understands that people experience periods of hardship and will work with rate payers to offer payment arrangements that suit individual circumstances · Rate payers have several notice delivery options 1) direct to the property, 2) Bpay View, 3) email, 4) to a managing agent · It is the responsibility of the property owner to ensure that Council has their most up to date information, however, Council uses a number of strategies to locate ratepayers to avoid unnecessary penalties. If Council is unable to locate a ratepayer then the account may be referred to an external agent who has access to additional search functionality and strategies
3	N/A	Various questions and comments on the financial situation	No change to the Draft Debt Recovery and Hardship Policy. Thank for your submission to the Draft Debt Recovery and Hardship Policy. Your feedback is noted. For up to date information on the background of the financial situation, the Administrator’s findings and what initiatives are underway to reduce expenditure or source additional income please refer to Council’s website: https://www.centralcoast.nsw.gov.au/council/news/councils-financial-situation

3.1	Consideration of Submissions and Adoption of the Long Term Financial Plan and Debt Recovery and Hardship Policy
*Attachment 3*	*Debt Recovery and Hardship Policy*

Central Coast Council Logo

Debt Recovery and Hardship Policy

February 2021

Policy No: CCC022

Policy owner:

Approved by:

Date of approval:

Policy category:

Content Manager No:

Review date:

Unit Manager, Finance

Council

23 March 2021

Strategic

D14536386

26/4/2021

Contents

Contents. 2

Policy summary. 3

Background.. 3

Policy Statements. 4

Jurisdiction.. 4

General 4

Payment Arrangements. 5

Sale of Land for Unpaid Rates (to be a last resort) 5

Sundry Debtors. 5

Water Restrictions (to be a last resort) 5

Hardship.. 6

Variation.. 7

Related resources. 8

History of revisions. 8

Policy summary

1. This policy defines how Central Coast Council (“CCC”) will undertake Debt Recovery and will identify and support individuals under genuine financial hardship.

2. This policy takes into consideration the 23A Debt Management and Hardship Guidelines issued November 2018.

Background

3. CCC relies on rates and charges to fund facilities and services for our community.

4. CCC is a Water Authority and relies on payment of water accounts to ensure continuous service to our community.

5. CCC recognises that it is in the community interest to maximise the collection of rates and charges and to recover interest, costs and expenses where these are necessarily incurred by CCC.

6. CCC recognises that any debt recovery procedures need to consider individual cases of genuine financial hardship.

7. CCC is committed to engaging with its customers to limit the unreasonable use of legal action in recovering arrears.

8. CCC is required to conform to sections 569, 605, 712-726 of the Local Government Act 1993 (“Act”), which deal with debt recovery of outstanding rates and charges, expenses with tracing persons, liability of the occupier and sale of land.

9. CCC is required to conform with regulations 133 and 213 of the Local Government (General) Regulation 2005 which deals with procedures for the sale of land to recover overdue rates and charges and writing off debts to Council.

10. CCC is required to conform to sections 357 and 359 of the Water Management Act 2000 (“WMA”). CCC is a recognised Water Supply Authority as per regulation 109(2) and 110(2) of the Water Management (General) Regulation 2011 (“WMR”).

11. CCC is required to conform to regulation 207 of the WMR which deals with the restriction of water supply in respect to unpaid service or other charges.

12. CCC will conform to the Privacy and Personal Information Protection Act 1998.

13. CCC has considered recommendations made by the Independent Pricing and Regulatory Tribunal (“IPART”) in relation to easing the impact on financially disadvantaged customers who may be adversely affected by any increases in prices relating to water, sewerage and stormwater drainage.

14. CCC recognises that in cases of genuine financial hardship, assistance may be required in respect to payment. This policy establishes guidelines for assessment of hardship applications.

15. CCC endeavors to ensure the hardship application process identifies those ratepayers who are experiencing genuine financial hardship and are eligible for assistance.

16. CCC is required to conform to sections 564, 567, 575, 582, 601 of the Act, which deals with options available to CCC in respect to customers experiencing hardship, payment arrangements and the waiving of interest/fees due to hardship, payment agreements, revaluation of lands or being an eligible pensioner.

Policy Statements

Jurisdiction

17. This Policy covers all elected members of Council, all personnel employed by Council, any person or organisation contracted to or acting on behalf of Council, any person or organisation employed to work on Council premises or facilities and all activities of the Council.

18. This policy does not confer any delegated authority upon any person. All delegations to staff are issued by the Chief Executive Officer.

19. It is the personal responsibility of all Council employees and agents thereof to have knowledge of, and to ensure compliance with this policy.

General

20. CCC will engage with its customers in arrears to obtain payment to satisfy their account and prevent avoidable escalation of the debt recovery processes and the use of legal action.

21. CCC will not reduce rates or annual charges for the purposes of debt recovery.

22. CCC will not instigate legal action against any person who has evidenced genuine financial hardship and who is willing to enter into and comply with an affordable, approved payment arrangement.

23. CCC will not instigate legal action against any person who is complying with an approved payment arrangement.

24. CCC will recover legal costs and expenses incurred in the process of debt recovery where it is legally able to do so.

Payment Arrangements

25. Staff involved in debt recovery may offer payment arrangements to any debtor including flexible arrangements, multiple payment methods or bill smoothing (eg: weekly, fortnightly and monthly payment options)

26. In the absence of an approved Hardship Application, all arrears must be paid in full within the approved time period upon commencement of any arrangement to pay. An extension on the approved time period is available for pensioners upon commencement of any arrangement to pay. The extension available to pensioners is generally double the time period available to non-pensioners.

27. Extended time period payment arrangement can be accessed through an approved Hardship application.

Sale of Land for Unpaid Rates (to be a last resort)

28. Where any rate or charge is overdue and remains unpaid for more than 1 year in respect to vacant land or 5 years in respect to any other land, from the date it became payable, CCC may proceed to sell the land, as a last resort, in accordance with Chapter 17 Part 2 Division 5 of the Local Government Act, 1993.

29. Where any rate or charge is overdue in respect of vacant land and the amount exceeds the Valuer General's current valuation of the property, CCC may proceed to sell the land, as a last resort, in accordance with Chapter 17 Part 2 Division 5 of the Local Government Act, 1993.

Sundry Debtors

30. CCC will only issue sundry debtor invoices to confirmed and identified legal entities or individual users.

31. CCC reserves the right to not extend credit and require payment in advance of any services supplied.

32. CCC may cease the provision of credit facilities to debtors when an account is overdue by more than 14 days.

Water Restrictions (to be a last resort)

33. CCC will only restrict water supply as a last resort where other reasonable attempts to recover an unpaid charge have failed and after appropriate notice has been given.

34. CCC will not restrict water supply where it is known that the resident is a registered kidney dialysis patient or has another medical condition requiring continuous access to unrestricted water supply.

Hardship

35. CCC will not reduce rates or annual charges but will consider alternative available approaches to dealing with cases of financial hardship.

36. CCC recognises that hardship can arise from a temporary change in circumstances such as loss of income, illness, loss from an accident, natural disaster or emergency, family violence or financial impact due to externalities.

37. CCC recognises that long term hardship can arise from the above or can relate to the challenge of managing living costs with a low or fixed income such as a pension.

38. CCC will consider applicants individually for hardship assistance in accordance with this Policy.

39. CCC will consider applicants for hardship assistance where:

(a) The rateable property is the principle place of residence

(b) The property is the principal place of residence of a dependent of the ratepayer who is also suffering genuine financial hardship

40. CCC may consider hardship assistance when ratepayers or customers are unable to make payment when due and payable for reasons beyond their control or where such payment would cause the person hardship.

41. Staff may in the applying concessions for a hardship application, utilise options including arrangements for an appropriate extended payment schedule

42. As part of any application for payment relief under financial hardship the ratepayer or customer must confirm the nature of the hardship and the estimated time the hardship will be experienced. Evidence confirming the ratepayer’s hardship status must accompany the application in one of the following forms:

· Evidence from third parties such as the ratepayer’s bank or accountant

· Evidence from a recognised financial counsellor such as a member of the Financial Counsellors Association of NSW. http://www.fcan.com.au/

· Statutory declaration from a person familiar with the ratepayer’s circumstances who is qualified to provide CCC with a clear unbiased assessment of the ratepayer’s hardship status such as a carer or power of attorney

· CCC may request additional information to confirm the ratepayer’s hardship status if deemed necessary

43. If the ratepayer continues to experience hardship after the period agreed to in the original application, a new application must be made. In such circumstances CCC may require up to date personal financial information to confirm the ratepayer’s continuing hardship.

44. CCC, at its discretion, may withdraw any hardship concession.

45. Hardship Applications will be assessed by the Unit Manager, Finance and determined by the Director Corporate Affairs.

46. Where an applicant is unsatisfied with the outcome, they can make an appeal to the Office of the Internal Ombudsman who will review the decision for determination by the Chief Executive Officer.

47. Hardship arrangements may be cancelled where the ratepayer fails to comply with the payment plan, no longer owns the land, advises Council that financial hardship no longer applies or provides false or misleading evidence of financial hardship to Council.

Variation

48. CCC reserves the right to amend terms of trade for sundry debt from time to time.

49. CCC reserves the right to amend this policy from time to time.

50. The Chief Executive Officer can exercise their discretion with regard to adherence of the operational procedures of this policy.

Support services

51. Council will, in accordance with the Guideline, refer ratepayers and those facing financial hardship to the following:

A Moneysmart.gov.au: https://moneysmart.gov.au/managing-debt

B Legal Aid NSW: https://www.legalaid.nsw.gov.au/get-legal-help/find-a-service

C Community legal centers NSW: https://www.clcnsw.org.au/find-legal-help

Related resources

52. Legislation:

A Local Government Act 1993 (NSW)

B Local Government (General) Regulation 2005

C Water Management Act 2000

D Water Management (General) Regulation 2011 (“WMR”).

53. Associated/Internal documents:

a. Code of Conduct (found on the intranet)

b. Delegations of Authority Policy (found on the intranet)

c. Office of Local Government Debt Management and Hardship Guidelines, November 2018

History of revisions

Amendment history	Details
Original approval authority details	Council
	26/4/2017 – Minute No 216/17
	Adoption of Policy for Central Coast Council.
Revision	Council
	8 February 2021
	Moved to new template. Addition of revision history. Consideration of Section 23A guidelines including addition of decision makers and review authority, and resources for those facing financial hardship.

Contents

Contents. 2

Purpose. 3

Scope. 3

Objectives. 3

General 4

ACCESS TO INFORMATION.. 6

ACCESS TO COMPUTER SYSTEM BY COUNCILLORS. 7

USE OF INFORMATION BY COUNCILLORS. 7

ACCESS TO COUNCIL STAFF. 8

INTERACTION AT COUNCIL MEETINGS. 9

ACCESS TO COUNCIL PREMISES. 9

SOCIAL MEDIA.. 9

EXAMPLE OF APPROPRIATE INTERACTIONS. 10

EXAMPLE OF INAPPROPRIATE INTERACTIONS. 10

MANAGING COUNCILLOR REQUESTS. 10

BREACHES OF THIS POLICY. 11

Review.. 11

Compliance, monitoring and review.. 11

Records management 11

Definitions. 11

Related resources. 12

Workflow.. 14

History of revisions. 15

Purpose

1. The Councillor and Staff Interaction Policy (Policy) provides a framework for Central Coast Councillors when exercising their civic duties by specifically addressing their ability to interact and receive advice from authorised staff.

2. This Policy both complements and should be read in conjunction with the Central Coast Council’s Code of Conduct (Code).

3. This Policy is an enforceable part of the Code. In the event that this Policy contradicts with the Code the Code will prevail.

4. The aim of this Policy is to facilitate a positive working relationship between Councillors as elected representatives of the Central Coast Community, and the staff employed to administer the operations of Council. The Policy provides direction on interactions between Councillors and Council staff to assist both parties in carrying out their day-to-day duties professionally, ethically and respectfully.

5. It is important to have an effective working relationship that recognises the important but differing contribution both parties bring to their complementary roles.

Scope

6. This Policy covers personnel employed by Council; any person or organisation contracted to or acting on behalf of Council; and any person or organisation employed to work on Council premises or facilities and all activities of the Council.

7. This Policy applies to all interactions between Councillors and Council staff whether face-to-face, by telephone, online, email, or in writing.

8. This Policy applies whenever interactions between Council staff and Councillors regarding Council operations occur, including inside or outside work hours and at both Council and non-Council venues. This policy does not prevent Councillors and staff from communicating generally. From time to time, Councillors and staff may be present at social and community events – is such situations both parties should refrain from discussing matters relating to Council business.

9. This Policy does not confer any delegated authority upon any person. All delegations to staff are issued by the Chief Executive Officer.

Objectives

10. The objectives of this Policy are to:

· Establish positive, effective and professional working relationships between Councillors and Council staff defined by mutual respect and courtesy;

· Enable Councillors and Council staff to work together appropriately and effectively to support each other in their respective roles;

· Ensure that Councillors receive advice in an orderly, courteous and regulated manner to assist them in the performance of their civic duty;

· Ensure Councillors have adequate access to information in order for them to exercise their statutory roles;

· Provide direction on, and guide Councillor interaction with, Council staff for both obtaining information and in general situations;

· Maintain transparent decision making and good governance arrangements;

· Ensure the reputation of Council is enhanced by Councillors and Council staff interacting considerately, professionally and positively in their day-to-day duties; and

· Provide a clear and consistent framework through which breaches of this Policy will be managed and reported in alignment with the Council’s Code.

General

11. A number of factors contribute to a good relationship between the elected members and Council staff. These include goodwill, understanding of roles, communication, protocols, and a good understanding of legislative requirements.

12. The elected body and the administration (being Council staff within the organisation) must have a clear and sophisticated comprehension of their different roles, and the fact that these operate within a hierarchy. The administration is accountable to the Chief Executive Officer, who in turn, is accountable to the Council.

13. Section 232 of the Local Government Act 1993 (NSW) (Act) states that the role of a Councillor is as follows:

· to be an active and contributing member of the governing body;

· to make considered and well-informed decisions as a member of the governing body;

· to participate in the development of the integrated planning and reporting framework;

· to represent the collective interests of residents, ratepayers and the local community;

· to facilitate communication between the local community and the governing body;

· to uphold and represent accurately the policies and decisions of the governing body; and

· to make all reasonable efforts to acquire and maintain the skills necessary to perform the role of a councillor.

14. The administration’s role is to advise the elected Council, implement Council decisions and to oversee service delivery.

15. It is beneficial if the administration recognises the complex political environments in which elected members operate and acknowledge that they work within a system that is based on democratic governance. Councillors similarly need to understand that it is a highly complex task to prepare information and provide quality advice on the very wide range of issues that Council operations cover.

16. Council commits to the following principles to guide interactions between Councillors and Council staff:

Principle	Achieved by:
Equitable and Consistent	Ensuring appropriate, consistent and equitable access to information for all Councillors within established service levels.
Considerate and Respectful	Councillors and Council staff working supportively together in the interests of the whole community, based on mutual respect and consideration of their respective positions.
Ethical, Open and Transparent	Ensuring that interactions between Councillors and Council staff are ethical, open, transparent, honest and display the highest standards of professional conduct.
Fit for Purpose	Ensuing that the provision of equipment and information to Councillors is done in a way that is suitable, practical and of an appropriate size, scale and cost for a client group of 15 people.
Accountable and Measurable	Providing support to Councillors in the performance of their role in a way that can be measured, reviewed and improved based on qualitative and quantitative data.

17. Councillors are the governing body of Council, responsible for directing and controlling the affairs of Council in accordance with the Act. Councillors need to understand and accept that:

· Responses to requests for information from Councillors may take time and consultation to prepare and be approved prior to responding;

· Council staff are not accountable to them individually;

· They must not direct, or try to direct, Council staff except by giving direction to the Chief Executive Officer by Council resolution, or the Mayor exercising their power under the Act;

· They must not attempt to influence a member of Council staff in the exercise of their functions;

· They must not contact a member of Council staff on Council-related business, unless in accordance with this Policy; and

· They must not use their position to attempt to receive favourable treatment for themselves or others.

18. The Chief Executive Officer is responsible for the efficient and effective operation of Council’s organisation and for ensuring the decisions of Council are implemented. Council staff need to understand that:

· They are not accountable to individual Councillors and do not take direction from them. They are accountable to the whole Council, through the management structure;

· They should not provide advice to Councillors unless it has been approved by the Executive Leadership Team or the Chief Executive Officer;

· They must carry out lawful directions given by any person with the authority to give such directions in an efficient and effective manner;

· They must ensure that participation in political activities outside their service of Council does not conflict with their role and duties as a member of Council staff; and

· They must provide information to Councillors where lawful and required to support the performance of Councillors’ civic duties, in accordance with this Policy.

ACCESS TO INFORMATION

19. While the Chief Executive Officer is responsible for ensuring that Councillors have access to the information they need to perform their civic duties, Councillors have the same general right as members of the public to inspect and take away copies of records and documents and are subject to the same constraints.

20. The provisions of the Government Information (Public Access) Act 2009 (GIPA Act) are available to members of the Community and to Councillors. The GIPA Act requires Council to proactively release information on their website, while providing appropriate protection for individuals' privacy.

21. Through this legislation, Council provides access to information held unless on balance it is contrary to the public interest to provide that information.

22. Councillors have a right to inspect any record of the Council provided that it is relevant to the exercising of the Councillor’s responsibility in his or her civic office and is not subject to privacy, confidentiality or legal restraint. This right does not extend to matters about which a Councillor is merely curious. Access to information that is not publicly available is upon request to the Chief Executive Officer or relevant Executive Leadership Team member.

23. Councillors who have a personal or pecuniary interest in a document of Council have the same rights of access as any other person as stipulated by the Code under the section ‘Personal dealings with Council’.

24. Any denial by the Chief Executive Officer or their delegate to provide information requested by Councillors must be reasonable and reasons must be provided for the decision.

25. Councillors are required to treat all information provided by Council staff appropriately and to observe any confidentiality requirements.

26. Council staff will inform Councillors of any confidentiality requirements for information they provide so Councillors can handle information appropriately.

27. Where a Councillor is unsure of confidentiality requirements, they can ask the authorised staff member or contact the Chief Executive Officer’s Office.

ACCESS TO COMPUTER SYSTEM BY COUNCILLORS

28. Councillors shall have the same access to Council’s computer system as do members of the public.

29. Councillors also have access to productivity tools in the computer system but no access to Council records or databases, unless specifically identified and implemented for the purpose of supporting Councillors in their civil role at the discretion of the Chief Executive Officer.

USE OF INFORMATION BY COUNCILLORS

30. Reference should be made to the Code which offers specific guidance to Councillors in dealing with information provided to them in the course of their civic duties.

31. The Code provides that Councillors have a role both as a member of the governing body of the Council and as an elected person. Importantly the Code recognises the potential difficulty for Councillors to reconcile the two areas of responsibility when dealing with Council information and documents. While it is desirable and in the public interest to maintain open government, not all information available to Councillors is available to members of the public.

32. Councillors are made privy to information of a confidential nature, the disclosure of which is specifically prohibited in certain circumstances. The right of Councillors to have access to information is for the purpose of exercising the office of Councillor. It does not carry with it the right to disclose any information obtained by a Councillor to another person, unless it is already in the public domain.

33. A Councillor has no authority to release documents on behalf of Council.

34. In instances where a document is sent to a Councillor as a confidential matter, the confidentiality of the document will be maintained. The document will only be provided to the Councillor to whom it is addressed. The Councillor in receipt of the confidential document is responsible for maintaining the confidentiality of the document.

35. Councillors shall not cause the by-passing of access to information provisions, under the GIPA Act, by providing to a member of the public information made available to Councillors as an elected representative.

ACCESS TO COUNCIL STAFF

36. The Chief Executive Officer authorises the following staff interaction to enable Councillors access the information they need to ably perform their civic duties:

· Contact between Councillors and Executive Leadership Team members is appropriate for matters specific to that Executive’s area of individual responsibility

· Contact with other specific Council staff is appropriate as part of a Councillor’s role on an Advisory Committee, at Council events or meetings, and similar situations

· In some instances, the Chief Executive Officer or an Executive Leadership Team member will direct Council staff to contact Councillors to provide specific information or clarification relating to a specific matter

· Contact with designated Council support staff including the Unit Manager and Section Manager for the purpose of making requests for information and general business and support services

· Contact with the Office of the Mayor to facilitate communication between the Mayor and Councillors

· Any other staff as determined by the Chief Executive Officer as may be appropriate from time to time and as communicated to all Councillors.

37. If Councillors would like to contact Council staff that are not listed above, they must first receive permission from the Chief Executive Officer.

38. If a Councillor is unsure which authorised Council staff member can help with an enquiry, they should contact the designated Council support staff who will provide advice about which relevant authorised Council staff member to contact.

39. A Councillor or member of Council staff must not take advantage of their official position to improperly influence other Councillors or members of Council staff in the performance of their civic or professional duties for the purposes of securing private benefit for themselves or for another person.

40. The Chief Executive Officer will identify Council support staff for the management of requests from Councillors and will report to Councillors regularly (at least quarterly) regarding the performance of that support against the established measures.

INTERACTION AT COUNCIL MEETINGS

41. Interactions between Councillors and staff at meetings of Council will be in accordance with Central Coast Council’s Code of Meeting Practice.

42. Councillors may give direction to the Chief Executive Officer by way of a Council resolution, in accordance with the Act.

ACCESS TO COUNCIL PREMISES

43. As elected members of the Council, Councillors are welcome and entitled to have the required access to the Central Coast Council Chambers and associated rooms, Committee Room, Mayor’s Reception area, Councillors’ Rooms, public areas of the Council’s buildings and Councillor designated car park areas. The periods of access will be determined by the Chief Executive Officer and communicated to Councillors. Unlimited hours of access cannot be granted as it impacts on Council’s security and resource management.

44. Councillors who are not in pursuit of their civic duties have the same rights of access to Council buildings and premises as any other member of the public. As with members of the public, a Councillor has no right to enter staff-only areas without the expressed authorisation of the Chief Executive Officer or Executive Leadership Team member, and accompanied by a staff member.

45. All other areas are deemed Central Coast Council staff only areas and may not be accessed by a Councillor without approval and any required work, health and safety site induction.

SOCIAL MEDIA

46. Councillors and Council staff should be mindful of Council’s adopted Social Media for Councillors Policy and the following issues when using Social Media:

· Privacy;

· Confidentiality;

· Discrimination, Bullying and Harassment;

· Misrepresentation of Central Coast Council;

· Improper interactions between Councillors and Council staff; and

· Seeking or obtaining advantage or preferential treatment because of their position or role.

EXAMPLE OF APPROPRIATE INTERACTIONS

47. Examples of appropriate interactions include, but are not limited to, the following:

· Councillors and Council staff are courteous and display a positive and professional attitude to one another;

· Council staff ensure that relevant information is made equally available to all Councillors, in accordance with this Policy and any other relevant Council policies;

· Council staff record the advice they give to Councillors in the same way as if the advice was provided to a member of the public;

· Council staff, including Executive Team members, document Councillor requests through the dedicated Councillor support area and process;

· Informal briefings and Councillor Workshops are used to establish positive working relationships and help Councillors gain an understanding of complex issues related to their civic duties, especially where Councillors will be required to make a Policy decision on an issue at an upcoming Council meeting;

· Councillors feel supported to approach authorised staff, and vice versa, to seek advice and clarification about issues; and

· Councillors forward requests for information through the channels identified by the Chief Executive Officer and staff respond within agreed timeframes to these requests.

EXAMPLE OF INAPPROPRIATE INTERACTIONS

48. Examples of inappropriate interactions include, but are not limited to, the following:

· Councillors and Council staff making personal attacks on one another;

· Councillors directing or pressuring Council staff in the performance of their work or in the recommendations they should make;

· Councillors and non-authorised Council staff approaching one another to discuss specific Council-related matters;

· Council staff refusing to give information that is made available to one Councillor to other Councillors who request it; and

· Council staff providing informal advice to Councillors without recording or documenting the interaction.

MANAGING COUNCILLOR REQUESTS

NEW The attached workflow sets out the process for the management of Councillor requests.

NEW Requests on behalf of residents will be directed through Council’s customer request management system in the first instance.

NEW Requests, other than initial customer requests, which do not require the expenditure of funds or redirection of resources (including staff effort) will be managed through the Councillor request system. These requests will be acknowledged within 1 working day and a further, if not final, response provided within 5 working days.

NEW Requests requiring investigation or research will be responded to within 10 working days with the Councillor advised of the timeframe within 5 working days.

NEW Requests which require the expenditure of funds or redirection of resources are to be made by way of a Notice of Motion in accordance with Council’s adopted Code of Meeting Practice.

NEW Request responses to Council requests will be made available to all Councillors. This is in accordance with the Code of Conduct which provides that members of staff who provide any information to a particular Councillor in the performance of their official functions must also make it available to any other Councillor who requests it and in accordance with Council procedures.

NEW To effectively balance the allocation of resources with the need to assist Councillors perform in their Civic role, the Chief Executive Officer may on occasion ask Councillors to redefine or review their requests.

BREACHES OF THIS POLICY

49. Suspected breaches or misuse of this policy are to be reported to the Chief Executive Officer. Alleged breaches of this policy shall be dealt with by the processes outlined for breaches of the Code of Conduct, as detailed in the Code of Conduct and in the Procedures for the Administration of the Code of Conduct.

Review

Compliance, monitoring and review

50. The Chief Executive Officer will identify Council support staff for the management of requests from Councillors and will report to Councillors regularly (at least quarterly) regarding the performance of that support against the established measures.

NEW The following service standards apply to this Policy

*Standard*	*Action*
*1 working day*	*Council request through the Councillor request process will be acknowledged*
*5 working days*	*Response to a standard Councillor request*
*10 working days*	*Response to a Councillor request requiring research or investigation*
*No standard applies*	*Requests made through channels other than the Councillor request system and agreed process.*
*Same day or next business day*	Phone calls to Executive Leadership team members – where possible phone calls are returned on the same day. Alternatively, messages left will be replied to on the next working day by the ELT member or their approved delegate.

Records management

51. Staff must maintain all records relevant to administering this policy in a recognised Council recordkeeping system.

Definitions

52. The following definitions apply throughout this Policy:

Term	Definition
Act	Means the Local Government Act 1993 (NSW)
clause	Unless stated otherwise, a reference to a clause is a reference to a clause of this Policy
Code / Code of Conduct	Means the Code of Conduct adopted by Central Coast Council
Council	Central Coast Council
Councillor	Means a person elected or appointed to civic office as a member (who is not suspended) of the governing body of Central Coast Council, and includes the Mayor.
Councillor and Staff Interaction Guidelines	Guidelines which supplement the Policy and set out in greater detail the allowable interactions and applicable timeframes, as well as assisting staff in meeting their obligations and empowering staff to manage inappropriate interactions.
Chief Executive Officer	Means the Chief Executive Officer or General Manager of Central Coast Council and includes their delegate or authorised representative.
GIPA Act	Means the Government Information (Public Access) Act 2009
Executive staff	Executive staff includes the Chief Executive Officer and all members of Central Coast Council’s Executive Leadership Team.
Non-executive staff	Non-executive staff includes all remaining Council staff including permanent, temporary and casual staff.
NSW	The State of New South Wales.
Official business	Means functions that the Mayor or Councillors are required or invited to attend to fulfil their legislated role and responsibilities for Council or result in a direct benefit for Council and/or for the local government area, and includes: · meetings of Council and committees of the whole; · meetings of committees facilitated by Council; · civic receptions hosted or sponsored by Council; and · meetings, functions, workshops and other events to which attendance by a Councillor has been requested or approved by Council.
Policy	Councillor and Staff Interaction Policy
Regulation	Means the Local Government (General) Regulations 2005 (NSW)
Staff	Means all employees of Council and includes permanent, temporary and casual staff. Unless specified, the general term “staff” includes both executive and non-executive staff of Central Coast Council.
the administration	Council staff within the organisation.

Related resources

53. Legislation:

· Local Government Act 1993

· Local Government (General) Regulations 2005

· Local Government Amendment (Governance and Planning) Act 2016

· Government Information (Public Access) Act 2009

54. Associated Documents:

· Code of Conduct

· Procedures for the Administration of the Code of Conduct

· Councillors Expenses and Facilities Policy

· Code of Meeting Practice

· Councillor and Staff Interaction Guidelines

Workflow

History of revisions

Amendment history	Details
Original approval authority details	Chief Executive Officer
	21/7/2017 – D12797156
	Policy created
Revision	Council
	Date of adoption – CM reference
	Policy amended to include workflow for requests including provision to all Councillors, clarification as to appropriate contact staff, social interactions.

2 EXECUTIVE SUMMARY

The Council’s operating loss for the current financial year is forecast to be in the order of $115m. This follows last year’s loss of $89m. At the end of this financial year accumulated losses over the past 4 years will be over $200m. Accumulated debt [including funds required to be repaid to CCC Restricted Reserves] will be in the order of $565m. Measures in place to return Council’s financial position to surplus include: significant asset sales of at least $40m, further borrowings, a proposed rate increase of 15%, an increase in some Council charges, a major reduction in Council’s senior and middle management numbers, and a reduction in staff numbers to return to the level at the time of amalgamation.

In surveying the community recently about the proposed rate rise, many suggested that alternatives be considered. Overall an average of 10% suggested other savings or revenue options should be found. In response to community feedback, other revenue options are being explored, one of which is to investigate the introduction of a visitor-based paid parking scheme at foreshore areas.

The Central Coast economy relies heavily on visitors. Over 5 million people visit our region annually, with a large portion attracted to our foreshore and foreshore town centres. Central Coast Council provides many services to this group who currently make no direct financial contribution towards foreshore infrastructure and services. Ratepayers carry this burden and in the current climate Central Coast Council believe it necessary to explore alternative revenue options including the collection of parking fees from visitors at foreshore areas, with the clear understanding that Central Coast Council ratepayers are to be exempt from paying these parking fees.

3 OVERVIEW

3.1 VISION

This business case has been prepared by Central Coast Council (CCC) to explore the viability of introducing a visitor-based paid parking scheme at foreshore areas. Revenue generated from this system will contribute towards defraying the costs associated with providing foreshore and tourist related infrastructure and services.

3.2 STRATEGIC OBJECTIVE

RESPONSIBLE – DELIVERING ESSENTAIL INFRASTRUCTURE

H2 - Improve pedestrian movement safety, speed and vehicle congestion around schools, town centres, neighbourhoods, and community facilities.

H3 - Create parking options and solutions that address the needs of residents, visitors and businesses whilst keeping in mind near future technologies including fully autonomous vehicle.

4 THE BUSINESS CASE

4.1 PURPOSE OF THE BUSINESS CASE

This business case is a managerial tool to help determine whether the introduction of a visitor-based paid parking scheme at foreshore areas is economically viable for the Central Coast LGA and whether funding resources should be allocated towards developing this scheme.

As per the Administrators Minute - Beach Parking-8 February 2021, the specific purpose of this business case is:

1. To explore the viability of introducing a visitor-based beachside parking scheme that contributes effectively towards defraying the costs of providing beach and tourist related services and infrastructure.

2. To scope the administrative cost of establishing a beach parking system that provides protection to ratepayers.

3. To estimate a potential projected revenue stream.

4. To estimate the potential timeline to the implementation.

5. To determine potential foreshore areas to be considered for this scheme.

4.2 BUSINESS CASE SPONSOR AND STAKEHOLDERS AND PROJECT MANAGER

The business case sponsor, stakeholders and project manager will differ as the project progresses through its phases. As the project progresses to the planning stage, the appropriate sponsor or project owner, budget owner, stakeholders and project managers are to be appointed.

5 FINANCIAL CONSIDERATIONS

The aim of this project is to generate revenue for the Central Coast LGA without impacting the rate payer. Currently, Central Coast Council does not charge for parking within the LGA. The introduction of a visitor-based paid parking scheme in foreshore areas will generate revenue from visitors and holiday makers to the Central Coast LGA, this revenue will help fund continued improvements to services and infrastructure in the foreshore areas.

5.1 ADMINISTRATIVE COST OF ESTABLISHING A VISITOR-BASED PAID PARKING SYSTEM

The collective cost of planning to implementation, a visitor-based paid parking scheme for foreshore areas in the Central Coast LGA, is estimated at approximately $411,120.00, this figure will fluctuate and is dependent on the number of foreshore areas included in the scheme. Note, the work required to develop a visitor-based parking scheme could be resourced internally, externally or a combination of both.

Item	Cost
Traffic consultant	$130,000.00
Traffic engineer-civil	$97,500.00
Quantity surveyor	$26,000.00
Research engagement consultant	$29,500.00
Council staff - project lead (Operational resourcing)	$27,600.00
Council staff – IT (Operational resourcing)	$32,000.00
Sub total	$342,600.00
Project management	$34,260.00
Contingency/variations	$34,260.00
Total	$411,120.00

5.2 POTENTIAL IMPLEMENTATION COSTS – CASE STUDY

The cost estimates provided for this business case are high-level and will differ for each foreshore area depending on the existing infrastructure in place. For example, both Terrigal and The Entrance have inground sensors installed which are connected to the NSWGOV ParknPay app, in addition both areas have a multi-storey carpark which would provide additional revenue, the remaining foreshore areas have no smart parking technology and a limited amount of formal off-street parking.

Using the project costs to implement a paid parking scheme at Nelson Bay as a guide, a break up of potential capital expenditure for Terrigal is provided below, these costs are high level and additional studies and costing is required.

The cost of ameliorating the flow on adverse impact to neighbouring streets because of implementing paid parking is excluded from this budgeting exercise. This cost is specific to each coastal area and additional studies and costing is required.

Terrigal
Capital Expenditure
On-street parking	599,070.00
Wilson Road car park	251,412.30
sub total	$850,482.30
10% Variation/Contingency	$85,048.23
Total capital expenditure	$935,530.53
Operational Expenditure
On-street parking	$262,880.00
Wilson Road car park	$132,000.00
sub total	$394,880.00
10% Variation/Contingency	$39,488.00
Total operational expenditure	$434,368.00

5.3 POTENTIAL PROJECTED REVENUE STREAM – CASE STUDY

The following financial modelling uses the Terrigal foreshore area as a base model to forecast the potential revenue stream generated from approximately 590 at grade parking spaces and 400 spaces at the multistorey car park at Wilson Road. The revenue generated is based on a visitor parking usage ratio of 6.85% and occupancy rates of 50% for Wilson Road car park and 75% for the at-grade parking spaces. The figure of 6.85% is based on Central Coast parking strategy - Part 3 : Holiday Period Coastal Parking which was completed by Bitzios Consulting in 2019. In addition, the revenue stream assumes the first two vehicles per residence are not charged for parking. As per https://profile.id.com.au/central-coast-nsw/car-ownership, 20.8% of households in Terrigal own 3 or more cars, therefore we can assume that 6.93% of the resident parking usage can be charged for.

TERRIGAL – RESIDENT TO VISITOR PARKING USAGE RATIO = 6.85% TO 93.15% AND ASSUMES FIRST TWO VEHICLES PER RESIDENCE PARKING FREE
Cashflow	Year 0	Year 1	Year 2	Year 3	Year 4	Year 5 etc
Capital Cost	-$935,530.53
Operating Expenditure		-$434,368.00	-$434,368.00	-$434,368.00	-$434,368.00	-$434,368.00
Depreciation - Other		-$1,622.50	-$1,622.50	-$1,622.50	-$1,622.50	-$1,622.50
Depreciation - Parking guidance assets		-$31,475.65	-$31,475.65	-$31,475.65	-$31,475.65	-$31,475.65
Depreciation - Pay and display equipment		-$58,832.40	-$58,832.40	-$58,832.40	-$58,832.40	-$58,832.40
Income		$635,953.89	$635,953.89	$635,953.89	$635,953.89	$635,953.89
Profit/ Loss	-$935,530.53	$109,655.34	$109,655.34	$109,655.34	$109,655.34	$109,655.34
Financial Summary
Initial Yield:	12%
NPV (3% discount):	$151,436.00
IRR:	6%
Payback Period (months):	102.38

As demonstrated in the preceding table, using a visitor to resident usage rate of 6.85% to 93.15% (86.22% free resident parking and 6.93% paid resident parking) the project will reach a desired benchmark hurdle rate (NPV) and this project could be financially feasible with a payback period of just over 8 years. Other factors to consider which will impact on revenue include the eligibility to receive a resident parking permit and fees and charges e.g. this could include owner-occupier (ratepayer) first two permits free with a fixed fee for additional permits (with max number per address).

5.4 FUNDING

Before a visitor-based paid parking scheme at foreshore areas can progress any further, the funding source to further investigate, develop and implement the scheme is critical to the success of this scheme. Central Coast Council is unable to fund a visitor-based paid parking scheme from rates. It is anticipated that investigations and the implementation of a visitor-based paid parking scheme could potentially be supported by state and federal grant funding.

5.5 POTENTIAL FUNDING OPPORTUNITIES

Options that may be available to Council to request funding for the project includes:

Building Better Regions Fund – Community Investments Stream – Round Five

The Round Five Community Investments Stream supports new or expanded local events, strategic regional plans or leadership and capability strengthening activities that provide economic and social benefits to regional and remote areas.

Smart Cities

The Smart Cities and Suburbs Program support the delivery of innovative smart city projects that improves the livability, productivity and sustainability of cities and towns across Australia.

City Deals

City Deals are a partnership between the three levels of government and the community to work towards a shared vision for productive and livable cities.

6 TECHNOLOGY

6.1 SMART TECHNOLOGY

For a visitor-based foreshore paid parking scheme to be successful, the location and availability of parking, payment methods and the management of time restrictions is dependent upon enforcement. An economically viable solution requires the adoption of technology in conjunction with appropriate resourcing, Council will investigate and action technology solutions for improving the efficiency and productivity of the enforcement team.

Central Coast Council has previously undertaken projects which utilise smart technology, it is therefore relevant that any new technology prescribed as part of this project is able to integrate efficiently into our existing smart technology. These projects include:

SMART CITIES AND SUBURBS - CENTRAL COAST COUNCIL PRECINCT PARKING AND TRAFFIC SOLUTION PROJECT

The project installed 450 parking sensors across the Terrigal and Gosford CBDs. The sensors provide data to Council to better plan for the parking needs of the area and feeds live information the the NSWGOV ParknPay app which allows users to search for available parking. This technology is scalable, does not require a power supply and is predominantly self-sufficient for a period of five years. It is anticipated that the data collected by the project can also have other uses, such as identifying traffic trends and real-time issues over time. This project was joint funded by the Australian Government and Central Coast Council.

GOSFORD SMART PARKING PILOT

A key parking principle and action emerging from the Central Coast Car Parking Study is for Council to invest in parking technology and smart parking initiatives with the aim of improving on the availability and use of parking infrastructure and to help reduce congestion caused by drivers looking for parking.

Council was provided an opportunity to collaborate with Ausgrid, PlusES and the Minister of the NSW Department of Customer Services (Victor Dominello) to trial a new smart parking technology in NSW. The trial involved the use of cameras equipped with smart parking analytics that provides real time data on the availability of public parking. The parking data feeds into the existing NSWGOV Park’nPay app.

The technology provides a simple, efficient and more cost-effective solution to better manage and maintain on and off-street parking within our LGA. In addition, cameras with smart analytics provide a multitude of benefits including anonymised data collection enabling an enhanced understanding of pedestrian flows and traffic statistics to influence future urban planning.

A key objective of the trial was to test the efficacy of a new smart parking technology. The trial included the installation of cameras with smart analytics on existing Ausgrid infrastructure at the recently constructed (200 space) at-grade car park at 10 Racecourse road, West Gosford. The cameras monitor the coverage and use of the off-street parking, the data collected is linked to the NSWGOV Park’nPay app to inform users of available parking at the car park.

The results of the trial can assist in determining if this technology is cost effective in managing parking issues for it to be rolled out at parking hotspot locations throughout the Central Coast LGA. This project was funded by Council.

Examples of the technology solutions available to improve the efficiency of the enforcement team are as listed in the table below:

METHOD	ADVANTAGES	DISADVANTAGES
In-ground Parking Sensors	· Council already has this technology installed at Terrigal, Gosford and The Entrance · Targeted enforcement reduces patrols and increases productivity · Increased compliance increases turnover and increased parking supply · Data can be transmitted to dynamic signage or parking apps/web applications to provide real time parking availability · Data can be collected to assess effectiveness of time restrictions · The occupancy data collected is relayed in real-time to a management software tool. · Fully integratable with the NSWGOV ParknPay app.	· Accuracy can be impacted by debris over sensor · Generally, battery operated with a life of 3-5 years maximum although solar powered sensors are available. · Individual bays must be line marked · Individual sensor can be vandalised
CCTV Cameras with smart analytics	· This technology is currently used by Central Coast Council · Can be integrated with existing cameras and infrastructure · Quick Deployment – this technology has a quick response time and go-live time · Can integrate with other systems and provides a diverse option of API’s (Application Programming Interface) · More cost effective and provides a flexible model of revenue, a single camera monitors dozens of parking spaces offering a cost-effective model · Provides a scalable solution that can be operated remotely · Privacy Regulations – this technology is capable of meeting global privacy · Fully integratable with the NSWGOV ParknPay app.	· Accuracy can be impacted by debris over camera sensor
Parking Permits - Virtual/digital	· Technology has enabled progress from using an outdated process of issuing and managing display parking permit stickers attached to a vehicle’s windscreen to a virtual parking permit through number plate registration and recognition. · Allows greater flexibility for customers to manage their parking remotely through technology	· Customers are required to register their car registration to their address
Licence Plate Recognition	· Increased coverage and productivity of enforcement team · Can be integrated with mobile apps for paid parking by license plate · Increased compliance therefore increased turnover and increased parking supply. · Data can be transmitted to dynamic signage or parking apps/web applications to provide real time parking availability Cameras can be mounted on vehicles or placed in fixed locations. · Allows greater flexibility for customers to manage their parking remotely through technology
Cash-less parking meters	· Meters to accept payment methods of credit card, smart phone or the NSWGOV app, this will reduce the need for onsite collection of cash and vandalism through theft. · Cashless payments are better for hygiene purpose and significantly reduce maintenance costs · Allows greater flexibility for customers to manage their parking remotely through technology

TIMELINE TO IMPLEMENTATION PLAN

6.2 OUTCOMES AND KEY PERFORMANCE INDICATORS

Central Coast Council administers large-scale financial undertakings in its day to day business as a Local Government entity. Introducing visitor-based paid parking schemes at foreshore areas will provide additional revenue resources for the LGA to support the management and provision of community and visitor services, infrastructure and facilities.

6.3 ESTIMATED TIMELINE AND PROJECT PHASES

The project work plan will consist of the research for this business case for an initiate phase of the project. This will be followed by the planning phase which will consist of preparing a framework and scope of work for consultants and stakeholders, engaging consultants, undertaking internal and external stakeholder consultation and review, developing a of a paid parking scheme and implementation plan and reporting back to Council for endorsement to the execute phase. Based on previous studies undertaken by Central Coast Council and lessons learnt from Port Stephens Council, it is anticipated that the initiate through to execute phase will take approximately 18-24 months. The approximate cost to reach the execute phase is estimated at $411,120.00.

The paid parking scheme will be researched and developed by Council staff and the required specialist consultants. Thorough internal consultation will be undertaken to ensure the appropriate technology and parking solutions are specified. The technology and parking solutions are to address Councils existing and future smart parking technology and infrastructure and any known issues within the targeted foreshore areas.

ESTIMATED TIMELINE
TASK	ASSIGNED TO	START	END
INITIATE
Task 1	Research	18 Feb 21	11 Mar 21
Task 2	Prepare a business case to initiate the project	22 Feb 21	24 Mar 21
Task 3	Obtain Council approval of business case for initiate phase	24 Mar 21	7 Apr 21
PLAN
Task 1	Prepare a framework to introduce and manage a visitor-based paid parking scheme at foreshore areas	24 Mar 21	23 May 21
Task 2	Prepare specialist consultants scope of work, include community consultation, timeframes, cost estimates and implementation plan	7 Apr 21	6 Jun 21
Task 3	Obtain fee proposals from external consultants	6 Jun 21	4 Jul 21
Task 4	Evaluate fee proposals	4 Jul 21	7 Jul 21
Task 5	Prepare report for Council meeting on outcomes	7 Jul 21	4 Aug 21
Task 6	Council approval received to proceed to next phase	4 Aug 21	4 Aug 21
Task 7	Appoint consultants and project commences	4 Aug 21	4 Oct 21
Task 8	Grant funding to be sought	4 Aug 21	5 Oct 21
Task 9	Draft 1 received and council to review and approve	4 Oct 21	1 Nov 21
Task 10	Community and stakeholder consultation	1 Nov 21	4 Mar 22
Task 11	Consultants to amend report based on consultation feedback received	4 Mar 22	4 Apr 22
Task 12	Draft 2 received and council project lead, staff to review and approve	4 Apr 22	5 Jun 22
Task 13	Report to Council to seek approval to proceed execute phase	5 Jun 22	3 Jul 22
EXECUTE
Task 1	Report adopted, implementation phase commences	3 Jul 22	3 Jul 22

6.4 FORESHORE AREAS TO BE CONSIDERED FOR THIS SCHEME

Additional investigations and studies are to be conducted to determine the most suitable areas to be included in the visitor -based paid parking scheme as well as the sequence of introducing the scheme to these areas. Factors to be considered for the paid parking scheme include the existing parking infrastructure, line marking, suitability for installing parking sensors/CCTV cameras parking meters, enforcement measures, the flow on effect to neighbouring streets and the management of this and the demand for parking in these areas. Potential foreshore areas include but is not limited to:

Coastal areas:

• Terrigal Beach

• Ocean Beach

• Soldiers Beach

• The Entrance Beach

• Avoca Beach

• Shelly Beach

• Toowoon Bay

• Copacabana Beach

• Lakes Beach/Budgewoi peninsula

• Patonga

• Norah Head

• Killcare Beach

• Putty Beach

• North Avoca Beach

• Macmasters Beach

• Wamberal Beach

• Forresters Beach?

• Ettalong Beach

• The Entrance North Beach

Lakeside and other foreshore areas:

• Tuggerah Lake

• Lake Munmorah

• Gosford Waterfront

• Brisbane waters

7 PROJECT MANAGEMENT FRAMEWORK

7.1 RESOURCING

The work required to develop a visitor-based parking scheme could be resourced internally, externally or a combination of both. The potential consultants required for the project planning phase could include but is not limited to the following:

• Traffic Consultant (or suitably qualified Council staff)

• Traffic Engineer – Civil works (or suitably qualified Council staff)

• Independent research engagement consultant (or suitably qualified Council staff)

• Quantity Surveyor (or suitably qualified Council staff)

Additional internal resourcing will be required for the remaining three project phases this will include but is not limited to the following:

• Project manager - overall

• Project manager – IT

7.2 GOVERNANCE

PARTY RESPONSIBLE	ROLE	CONTACT INFORMATION
Project Initiate
To be determined	Project Sponsor
Project Plan
To be determined	Project Sponsor
To be determined	Project manager
To be determined	Budget owner
Project Execute
To be determined	Project Sponsor
To be determined	Project manager
To be determined	Budget owner
Project Close
To be determined	Project Sponsor
To be determined	Project manager
To be determined	Budget owner

8 RISK ANALYSIS

RISKS	INITIAL GRADE	STRATEGY	FINAL GRADE
There is a risk that forecast revenue is not realised leading to Increased capital and operational expenses.	HIGH	Ensure thorough financial modelling is undertaken specific to the foreshore area to ensure economic feasibility. Undertake periodic financial monitoring to ensure revenue vs cost is tracking as expected, adjust accordingly	LOW
There is a risk that the community is not supportive of a visitor based paid parking scheme.	HIGH	Ensure thorough community consultation is undertaken and community education is included in part of the project planning and implementation.	LOW
There is a risk that privately owned parking areas are mistaken as Council owned parking areas, leading to confusion and noncompliance.	MED	Ensure that Council owned parking areas which form part of the visitor-based paid parking scheme is clearly identified by signage and other suitable controls	LOW
There is a risk that data collected through smart parking technology may be inappropriately used and/or disclosed.	HIGH	Ensure the requirements of Council’s Privacy Management Plan and the prevailing laws are strictly adhered to in system design and binding contracts with any external parties. Ensure that the technology is ‘General Data Protection Regulation’ (GDPR) compliant.	LOW
There is a risk of a flow-on adverse impact to neighbouring streets and properties resulting from the implementation of a visitor paid parking scheme.	MED	Use the data collected from the sensors to develop a suite of public parking intervention levels with appropriate actions specific to each foreshore area.	LOW

3.2	Investment Report for February 2021
*Attachment 1*	*Summary of Investments as at 28 February 2021*

3.2	Investment Report for February 2021
*Attachment 2*	*Summary of Restrictions as at 28 February 2021*

3.2	Investment Report for February 2021
*Attachment 5*	*Treasury Direct Portfolio Valuation Report February 2021*

3.4	Draft 2019-20 Financial Reports for Central Coast Council and Central Coast Council Water Supply Authority
*Attachment 1*	*Central Coast Council Draft 2019-20 Consolidated Financial Statements*

3.4	Draft 2019-20 Financial Reports for Central Coast Council and Central Coast Council Water Supply Authority
*Attachment 1*	*Central Coast Council Draft 2019-20 Consolidated Financial Statements*

3.5	Councillor and Staff Interaction Policy
*Attachment 1*	*Councillor and Staff Interaction Policy - March 2021*

3.6	Proposed Changes to Advisory Groups and Committees
*Attachment 2*	*Advisory Group Feedback Summary*

3.7	Waterfront Addressing
*Attachment 1*	*Waterfront Addressing Overview Map*

3.9	Central Coast Stadium Final Strategy Report
*Attachment 2*	*Central Coast Stadium Implementation Plan 2021*

3.10	Response to Administrator's Minute - Beach Parking
*Attachment 1*	*Visitor Based Beach Paid Parking System Business Case Current*

VERSION HISTORY
VERSION	REVIEWED BY	DATE	DESCRIPTION	AUTHOR
1.1	Jamie Barclay	04 March 2021	Draft – For review and comment	Deb Streit

PREPARED BY	Deb Streit - Project Design Officer - Economic Development and Property	DATE	04 March 2021
REVIEWED BY	Jamie Barclay - Unit Manager - Economic Development and Property	DATE	04 March 2021